The role of neuroticism on psychological and physiological stress responses.

By Tamera R. Schneider. 2004

299 citations recorded by the source corpus.

Subfields: Clinical Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/f8c3148f80be04f22260b496d3cf10356a2e83e4

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. Lisa Feldman Barrett
2. Joseph B. Lyons
3. Steven Khazon
4. T. Judge
5. J. O’Brien
6. Kurt Gray
7. P. Freeman
8. Tamera R. Schneider

In Social Psychology

1. Sherry M. B. Thatcher
2. J. O’Brien
3. P. Freeman
4. Adrian Hase
5. L. Moore
6. Joseph B. Lyons
7. Lisa Feldman Barrett
8. T. Judge

Citations in the corpus

• Emotional intelligence and resilience (2013, background): “combined in a ratio (primary/secondary) where higher scores denote threat (Schneider, 2004).”
• Valence is a basic building block of emotional life (2006, background): “Individuals who characterize themselves as high on neuroticism more easily assess situations as threatening than those who are low in neuroticism (Schneider, 2004).”
• The influence of emotional intelligence on performance (2005, unknown): “The items were combined in a ratio (demands/coping) as in past research (Schneider, 2004).”
• Feeling Misidentified: The Consequences of Internal Identity Asymmetries for Individuals at Work (2014, background): “often experience negative affect (Schneider, 2004) and will desire to resolve the uncomfortable”
• The Relationship Between Challenge and Threat States and Performance: A Systematic Review (2019, background): “, 2007), four were medium (Study 3, Gildea et al., 2007; Schneider, 2004), and one was 370 large (Study 1, Gildea et al.”
• Burnout and work engagement: Do individual differences make a difference? (2006, unknown): “For instance, employees high in neuroticism perceive their work environment as more threatening, which in turn, leads to negative emotions and poor performance (Schneider, 2004), and increases the risk of burnout (Tokar, Fischer, & Subich, 1998).”
• IS EMOTIONAL LABOR MORE DIFFICULT FOR SOME THAN FOR OTHERS? A MULTILEVEL, EXPERIENCE-SAMPLING STUDY (2009, background): “Organizations might train employees to increase their emotional resources by, for example, showing them how to frame customer demands as challenges rather than threats (Schneider, 2004).”
• Measuring Realistic and Symbolic Threats of COVID-19 and Their Unique Impacts on Well-Being and Adherence to Public Health Behaviors (2020, background): “, a belief in a dangerous world; Duckitt & Fisher, 2003), who have unstable emotional responses to stressors (Schneider, 2004), or who value security, conformity, and tradition (Schwartz et al.”