EMOTION HELPERS: THE ROLE OF HIGH POSITIVE AFFECTIVITY AND HIGH SELF-MONITORING MANAGERS

By Ginka Toegel, N. Anand, Martin Kilduff. 2007

87 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/f03afab0fd9fb23809f160445d7a3fce3b0accce

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

1. Blaine Landis
2. Zhen Zhang
3. Jason D. Shaw
4. Dan S. Chiaburu
5. Jochen I. Menges
6. Martin Kilduff
7. Ruolian Fang
8. Marc H. Anderson

In Organizational Behavior and Human Resource Management

1. Ruolian Fang
2. Jochen I. Menges
3. Blaine Landis
4. Zhen Zhang
5. Jason D. Shaw
6. Dan S. Chiaburu
7. Martin Kilduff
8. Marc H. Anderson

In Social Psychology

1. Jochen I. Menges
2. Blaine Landis
3. Zhen Zhang
4. Jason D. Shaw
5. Dan S. Chiaburu
6. Martin Kilduff
7. Ruolian Fang
8. Marc H. Anderson

Citations in the corpus

• Group Emotions: Cutting the Gordian Knots Concerning Terms, Levels of Analysis, and Processes (2015, background): “Despite pertinent calls (Casciaro, 2014) and some relevant theorizing and empirical work (Cacioppo, Fowler, & Christakis, 2009; Coviello et al., 2014; Fowler & Christakis, 2008; Kramer et al., 2014; Lawler et al., 2000, 2008; Lawler & Yoon, 1998; Toegel et al., 2007; Totterdell, Wall, Holman, Diamon”
• Integrating Personality and Social Networks: A Meta-Analysis of Personality, Network Position, and Work Outcomes in Organizations (2015, background): “Research shows that high self-monitors tend to be the recipients of incoming friendship ties (Sasovova et al. 2010) and that employees tend to approach high self-monitoring managers for help with their emotional problems (Toegel et al. 2007).”
• Personality and social networks in organizations: A review and future directions (2016, background): “For instance, research has shown that as people take on more managerial responsibility, self-monitoring and positive affectivity are more likely to influence discretionary emotional helping behaviors and thus managers’ centrality in the emotion helping network (Toegel et al., 2007).”
• Strategic Use of Emotional Intelligence in Organizational Settings: Exploring the Dark Side (2010, background): “Those in power are likely to be active in noticing subordinates’ emotions to the extent that the powerful have the appropriate skills and abilities (Toegel et al., 2007).”