Emotions During Times of Disruption
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- Description
- Contents
- About
The COVID pandemic has swept through the world with significant consequences for our work and family lives. We have seen a huge upsurge in remote working, collaborating and leading and ways of working, giving rise to myriad challenges such as “Zoom fatigue,” poor “digital demarcation,” shifting workplace power balances, and declining mental health and safety. Its impact has rightly increased scholarly and practitioner attention towards better ways to support and understand employees, leaders, and organizations; and to help them to develop more effective responses to disruption of various forms.
For volume 18 of the series Research on Emotion in Organizations we have fittingly chosen the theme, Emotions during Times of Disruption and contend that emotions and other affect related concepts represent keys to understanding the phenomena of disruption in organizations more fully. Literature to date addressing this issue is surprisingly scant and so chapters in this volume provide impactful and important contributions to an underexplored area.
Emotions during Times of Disruption progresses through 4 thematic sections which include, Emotions in disruptive contexts, Emotions and performance-related outcomes during disruption, the role of supervisors and leader emotions during disruption and lessons learnt which help point the way forward with further insights and recommendations.
Chapter 1. Emotions and disruption; Ashlea C. Troth, Neal M. Ashkanasy, and Ronald H. Humphrey
- Part I: Emotions in disruptive contexts
- Chapter 2. Emotional socialization in times of disruption: A mixed-methods case study of emotional labor among non-profit employees during COVID-19; Cynthia Barboza-Wilkes, Thai V. Le, and Marisa Turesky
- Chapter 3. Ambivalent feeling about organizational change under NPM; Linna Sai
- Chapter 4. Releasing the pressure valve: Workplace relationships and engagement in a context of disruption; Ann Parkinson
- Chapter 5. Emotional labor in interaction with patients, companions, and co-workers: A multilevel approach in a hospital context; Ana Célia Araújo Simões, Sonia Maria Guedes Gondim, and Katia Elizabeth Puente-Palacios
- Part II: Emotions and performance-related outcomes during disruption
- Chapter 6. Workplace interruptions and emotion regulation; Min-Kyu Choi, Peter J. Jordan, and Ashlea C. Troth
- Chapter 7. Pulled in two directions: How affect activation predicts resource allocation among multiple goals; Katrina Merlini, Patrick Converse, Erin Richard, and Anthony Belluccia
- Chapter 8. Team Decision Making in Crisis: How Positive Affect Asymmetry and Team Process Norms Affect Decision-Making; Brian J. Collins, Timothy P. Munyon, Neal M. Ashkanasy, Erin Gallagher, Sandra A. Lawrence, Jennifer O'Connor, and Stacey Kessler
- Chapter 9. Effect of emotional intelligence and strategic management of technology on organizational performance; Samangi Nanayakkara, Vathsala Wickramasinghe,and Dinesh Samarasinghe
- Part III: The role of supervisors and leaders in disruption
- Chapter 10. Supervisory gaslighting and its effects on employee affective commitment; Caitlin Fulcher and Neal M. Ashkanasy
- Chapter 11. How leaders regulate emotions experienced during organization change events; Alan J. Hudson, Peter J. Jordan, and Ashlea C. Troth
- Chapter 12. Leading through dreaded emotions: A review on the adaptive roles and functions of fear, anger, and sadness in leadership; Audrey Y. L. Teh
- Part IV: Conclusions
- Chapter 13. Learnings and solutions about emotions during disruption; Ashlea C. Troth, Neal M. Ashkanasy, and Ronald H. Humphrey
Ashlea C. Troth PhD is Professor in Organizational Behaviour at the Business School in Griffith University, Australia.
Neal M. Ashkanasy OAM, PhD is Professor of Management at the UQ Business School, The University of Queensland, Australia.
Ronald H. Humphrey PhD is a Distinguished Professor of Leadership in the Lancaster University Management School, UK.