Hostname: page-component-848d4c4894-xfwgj Total loading time: 0 Render date: 2024-06-30T14:26:29.187Z Has data issue: false hasContentIssue false
  • English
  • Français

Promising research opportunities in emotions and coping with conflict

Published online by Cambridge University Press:  02 February 2015

Ronald H Humphrey
Ronald H Humphrey*
Affiliation:
Department of Management, School of Business, Virginia Commonwealth University, Richmond VI, USA
Get access Rights & Permissions [Opens in a new window]

Abstract

This epilogue reviews the highlights of the five articles in this special issue on emotions and coping with conflict. It develops 12 research areas that offer potential for future research breakthroughs. These areas link the five articles to core concepts in emotional intelligence/competencies and Affective Events Theory. Particular attention is given to empathy, the ability to recognize emotions in others, and the ability to express one's own emotions. These three variables are related to moods and job performance, leadership, emotional labor, trust, work-family conflict, and stress. These five articles, together with the 12 promising research areas, suggest practical ways to help employees and organizations cope with conflict in the workplace.

Keywords

emotionsconflictempathyleadershipemotional labor
Type
Epilogue
Information
Journal of Management & Organization , Volume 12 , Issue 2 , September 2006 , pp. 179 - 186
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2006

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Ashforth, BE & Humphrey, RH (1993) Emotional labor in service roles: The influence of identity, Academy of Management Review 18(1): 88–115.Google Scholar
Ashkanasy, NM & Daus, CS (2002) Emotion in the workplace: The new challenge for managers, Academy of Management Executive 16 (02): 76–86.Google Scholar
Brotheridge, CM & Grandey, AA (2002) Emotional labor and burnout: Comparing two perspectives of ‘People Work,’ Journal of Vocational Behavior 60: 17–39.Google Scholar
Cameron, KS, Dutton, JE, & Quinn, RE (2003) Foundations of positive organizational scholarship, in Cameron, KS, Dutton, JE & Quinn, RE (Eds) Positive Organizational Scholarship, pp 3–13, Berrett-Koehler, San Francisco CA.Google Scholar
Cote, S & Morgan, LM (2002) A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit, Journal of Organizational Behavior 23(8): 947–962.Google Scholar
Dasborough, MT & Ashkanasy, NM (2002) Emotion and attribution of intentionality in leader-member relationships, The Leadership Quarterly 13(5): 615–634.Google Scholar
Dirks, KT & Ferrin, DL (2001) The role of trust in organizational settings, Organization Science 12(4): 450–467.Google Scholar
Dirks, KT & Ferrin, DL (2002) Trust in leadership: Meta-analytic findings and implications for research and practice, Journal of Applied Psychology 87(4): 611–628.Google Scholar
Fox, S & Spector, PE (1999) A model of work-frustration aggression, Journal of Organizational Behavior 20: 915–931.Google Scholar
Gardner, WL & Avolio, BJ (1998) The charismatic relationship: A dramaturgical perspective, Academy of Management Review 23(1): 32–58.Google Scholar
George, JM (2000) Emotions and leadership: The role of emotional intelligence, Human Relations 53(8): 1027–1055.Google Scholar
Goleman, D, Boyatzis, R & McKee, A (2002) Primal leadership, Harvard Business School Press, Cambridge MA.Google Scholar
Humphrey, RH (2000) The Importance of Job Characteristics to Emotional Displays, in Ashkanasy, NM, Zerbe, WJ & Hartel, CEJ (Eds) Emotions in the Workplace: Research, Theory, and Practice, pp 236–251, Quorum Books, Westport CT.Google Scholar
Humphrey, RH (2002) The many faces of emotional leadership, The Leadership Quarterly 13(5): 493–504.Google Scholar
Humphrey, RH (2006) Leading with emotional labor, paper presentation at The Academy of Management Conference, Atlanta GA, USA.Google Scholar
Humphrey, RH & Ashforth, BE (2004) Job Characteristics and Affective Events Theory, Proceedings of the Southern Management Association, San Antonio TX, USA.Google Scholar
Jordan, PJ, Ashkanasy, NM & Härtel, CEJ (2002) Workgroup emotional intelligence: Scale development and relationship to team process effectiveness and goal focus, Human Resource Management Review 12(2): 195–214.Google Scholar
Jung, DI & Avolio, BJ (2001) Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership, Journal of Organizational Behavior 21: 949–964.Google Scholar
Kellett, JB, Humphrey, RH & Sleeth, RG (2002) Empathy and complex task performance: Two routes to leadership, The Leadership Quarterly 13(5): 523–544.Google Scholar
Kellett, JB, Humphrey, RH & Sleeth, RG (2006) Empathy and the emergence of task and relations leaders, The Leadership Quarterly 17: 146–162.Google Scholar
Korsgaard, MA, Brodt, SE & Whitener, EM (2002) Trust in the face of conflict: The role of managerial trustworthy behavior and organizational context, Journal of Applied Psychology 87: 312–319.Google Scholar
Locke, K (1996) A funny thing happened! The management of consumer emotions in service encounters, Organization Science 7(1): 40–59.Google Scholar
Luthans, F & Avolio, B (2003) Authentic leadership development, in Cameron, KS, Dutton, JE & Quinn, RE (Eds) Positive Organizational Scholarship, pp 241–258, Berrett-Koehler, San Francisco CA.Google Scholar
Mayer, JD, Caruso, DR & Salovey, P (2000) Selecting a measure of emotional intelligence: The case for ability scales, in Bar-On, R & Parker, JDA (Eds) The handbook of emotional intelligence: Theory, development, assessment, and application at home, school, and the workplace, pp 320–342, Jossey-Bass, San Francisco CA.Google Scholar
McColl-Kennedy, JR & Anderson, RD (2002) Impact of leadership style and emotions on subordinate performance, The Leadership Quarterly 13: 545–559.Google Scholar
Morris, JA & Feldman, DC (1996) The dimensions, antecedents, and consequences of emotional labor, Academy of Management Review 21: 986–1010.Google Scholar
Newcombe, MJ & Ashkanasy, NM (2002) The role of affect and affective congruence in perceptions of leaders: An experimental study, The Leadership Quarterly 13(5): 601–614.Google Scholar
Pearce, CL & Conger, JA (2003) Shared leadership: Reframing the hows and whys of leadership, Sage, Thousands Oaks CA.Google Scholar
Pescosolido, AT (2002) Emergent leaders as managers of group emotion, The Leadership Quarterly 13(5): 583–599.Google Scholar
Pirola-Merlo, A, Haertel, C, Mann, L & Hirst, G (2002) How leaders influence the impact of affective events on team climate and performance in R&D teams, The Leadership Quarterly 13: 561–581.Google Scholar
Plutchik, R (1987) Evolutionary bases of empathy, in Eisenberg, N. & Strayer, J (Eds) Empathy and its development pp 38–46, Cambridge University Press, New York NY.Google Scholar
Rafaeli, A & Sutton, RI (1987) Expression of emotion as part of the work role, Academy of Management Review 12: 23–37.Google Scholar
Rubin, RS, Munz, DC & Bommer, WH (2005) Leading from within: The effects of emotion recognition and personality on transformational leadership behavior, Academy of Management Journal 48: 845–858.Google Scholar
Salovey, P & Mayer, JD (1990) Emotional intelligence, Imagination, cognition and personality, 9(3): 185–211.Google Scholar
Schaubroeck, J & Jones, JR (2000) Antecedents of workplace emotional labor dimensions and moderators of their effects on physical symptoms, Journal of Organizational Behavior 21: 163–83.Google Scholar
Weiss, HM & Cropanzano, R (1996) Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work, in Staw, BM & Cummings, LL (Eds) Research in Organizational Behavior, vol. 18, pp. 1–74. JAI Press, Greenwich CT.Google Scholar
Weiss, HM, Nichols, JP & Daus, CS (1999) An examination of the joint effects of affective experiences and job beliefs on job satisfaction and variations in affective experiences over time, Organizational Behavior and Human Decision Processes 78(1): 1–24.Google Scholar