Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-6bf8c574d5-pdxrj Total loading time: 0 Render date: 2025-03-09T23:13:44.917Z Has data issue: false hasContentIssue false

28 - Affective Climate and Organization-Level Emotion Management

from Part IV - Workplace Affect and Organizational, Social, and Cultural Processes

Published online by Cambridge University Press:  25 June 2020

By
Neal M. Ashkanasy ,
Charmine E. J. Härtel  and
Agata Bialkowski
Edited by
Liu-Qin Yang ,
Russell Cropanzano ,
Catherine S. Daus  and
Vicente Martínez-Tur
Liu-Qin Yang
Affiliation:
Portland State University
Russell Cropanzano
Affiliation:
University of Colorado
Catherine S. Daus
Affiliation:
Southern Illinois University Edwardsville
Vicente Martínez-Tur
Affiliation:
Universitat de València, Spain
Get access

Summary

While scholars have studied the role of emotions in work settings since Aristotle (see Mastenbroek, 2000, for a historical overview), the topic did not enter mainstream organizational scholarship until the 1990s (Ashkanasy, Härtel, & Daus, 2002; Härtel, Zerbe, & Ashkanasy, 2005). In this chapter, we utilize the five-level model developed by Ashkanasy (2003; see also Ashkanasy & Dorris, 2017; Ashkanasy & Humphrey, 2011) as an organizing framework in reviewing research on ways institutional leaders should manage employee emotions at the organization-wide level. We start with a brief summary of the five-level model before offering recommendations as to (a) how organizational leaders can foster positive affective organizational cultures and climates; and (b) how leaders may avoid creating negative affective organizational cultures and climates. We conclude by discussing the need for leaders to emphasize the value of experiencing and expressing positive and negative affect, and we offer suggestions for future research.

Type
Chapter
Information
The Cambridge Handbook of Workplace Affect , pp. 375 - 386
Publisher: Cambridge University Press
Print publication year: 2020

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, B. E., & Humphrey, R. H. (1993). Emotional labor in service roles: The influence of identity. Academy of Management Review, 18, 88–115.Google Scholar
Ashkanasy, N. M. (2003). Emotions in organizations: a multi-level perspective. In Dansereau, F & Yammarino, F. J. (Eds.), Research on multi-level issues (pp. 9–54). Bingley, UK: Emerald.Google Scholar
Ashkanasy, N. M. (2007). Organizational climate. In Clegg, S. R. & Bailey, J. R. (Eds.), International encyclopedia of organization studies (pp. 1028–1030). Thousand Oaks, CA: Sage.Google Scholar
Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: The new challenge for managers. Academy of Management Perspectives, 16, 76–86.CrossRefGoogle Scholar
Ashkanasy, N. M., & Dorris, A. D. (2017). Emotion in the workplace. Annual Review of Organizational Psychology and Organizational Behavior, 4, 67–90.Google Scholar
Ashkanasy, N. M., & Härtel, C. E. (2014). Positive and negative affective climate and culture: The good, the bad, and the ugly. In Schneider, B & Barbera, K (Eds.), Oxford handbook of organizational climate and culture (pp. 136–152). New York, NY: Oxford University Press.Google Scholar
Ashkanasy, N. M., Härtel, C. E. J., & Daus, C. S. (2002). Diversity and emotion: The new frontiers in organizational behavior research. Journal of Management, 28, 307–338.Google Scholar
Ashkanasy, N. M., & Humphrey, R. H. (2011). Current emotion research in organizational behavior. Emotion Review, 3, 214–224.Google Scholar
Ashkanasy, N. M., & Jordan, P. J. (2008). A multi-level view of leadership and emotion. In Humphrey, R. H. (Ed.), Affect and emotion: New directions in management theory and research (pp. 17–39). Charlotte, NC: Information Age.Google Scholar
Ayoko, O. B., & Härtel, C. E. J. (2002). The role of emotions and emotion management in destructive and productive conflict in culturally heterogeneous workgroups. In Ashkanasy, N. M., Zerbe, W. J., & Härtel, C. E. J. (Eds.), Managing emotions in the workplace (pp. 77–97). Armonk, NY: M. E Sharpe.Google Scholar
Ayoko, O. B., & Härtel, C. E. (2003). The role of space as both a conflict trigger and a conflict control mechanism in culturally heterogeneous workgroups. Applied Psychology: An International Review, 52, 383–412.Google Scholar
Barling, J., Slater, F., & Kelloway, E. K. (2000). Transformational leadership and emotional intelligence: An exploratory study. Leadership & Organization Development Journal, 21, 157–161.Google Scholar
Barrett, L. F., & Russell, J. A. (1999). Structure of current affect. Current Directions in Psychological Science, 8, 10–14.Google Scholar
Barsade, S. G. (2002). The ripple effect: Emotional contagion and its influence on group behavior. Administrative Science Quarterly, 47, 644–675.Google Scholar
Bono, J. E., Foldes, H. J., Vinson, G., & Muros, J. P. (2007). Workplace emotions: The role of supervision and leadership. Journal of Applied Psychology, 92, 1357–1367.Google Scholar
Caporael, L. R. (1997). The evolution of truly social cognition: The core configurations model. Personality and Social Psychology Review, 1, 276–298.Google Scholar
Clark, L. A., Watson, D., & Leeka, J. (1989). Diurnal variation in the positive affects. Motivation and Emotion, 13, 205–234.Google Scholar
Daus, C. S., & Ashkanasy, N. M. (2005). The case for the ability-based model of emotional intelligence in organizational behavior. Journal of Organizational Behavior, 26, 453–466.CrossRefGoogle Scholar
Daus, C. S., Jordan, P., Ashkanasy, N., & Dasborough, M. (2012). We are all mad in wonderland: An organizational culture framework for emotions and emotional intelligence research. In Ashkanasy, N. M., Härtel, C. E. J., & Zerbe, W. J. (Eds.), Experiencing and managing emotions in the workplace (pp. 375–399). Bingley, UK: Emerald.Google Scholar
Ferris, G. R., Frink, D. D., Galang, M. C., Zhou, J., Kacmar, K. M., & Howard, J. L. (1996). Perceptions of organizational politics: Prediction, stress-related implications, and outcomes. Human Relations, 49, 233–266.Google Scholar
Frost, P. J. (2007). Toxic emotions at work and what you can do about them. Cambridge, MA: Harvard Business Review Press.Google Scholar
Fujimoto, Y., Härtel, C. E. J., & Panipucci, D. (2005). Emotional experience of individualist–collectivist workgroups: Findings from a study of 14 multinationals located in Australia. In Härtel, C. E. J., Zerbe, W. J., & Ashkanasy, N. M. (Eds.), Emotions in organizational behavior (pp. 125–160). Mahwah, NJ: Lawrence Erlbaum.Google Scholar
George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53, 1027–1055.Google Scholar
George, J. M., & Brief, A. P. (1992). Feeling good – doing good: A conceptual analysis of the mood at work – organizational spontaneity relationship. Psychological Bulletin, 112, 310–329.Google Scholar
Grandey, A. A. (2000). Emotional regulation in the workplace: A new way to conceptualize emotional labor. Journal of Occupational Health Psychology, 5, 59–100.Google Scholar
Grandey, A. A. (2003). When “the show must go on”: Surface acting and deep acting as determinants of emotional exhaustion and peer-rated service delivery. Academy of Management Journal, 46, 86–96.Google Scholar
Hannah, S. T., & Lester, P. B. (2009). A multilevel approach to building and leading learning organizations. Leadership Quarterly, 20, 34–48.Google Scholar
Harms, P. D., & Credé, M. (2010). Emotional intelligence and transformational and transactional leadership: A meta-analysis. Journal of Leadership & Organizational Studies, 17, 5–17.Google Scholar
Härtel, C. E. J. (2008). How to build a healthy emotional culture and avoid a toxic culture. In Cooper, C. L. & Ashkanasy, N. M. (Eds.), Research companion to emotion in organizations (pp. 575–588). Cheltenham, UK: Edwin Elgar.Google Scholar
Härtel, C. E., & Ashkanasy, N. M. (2011). Healthy human cultures as positive work environments. In Ashkanasy, N. M., Wilderom, C. E. P., & Peterson, M. F. (Eds.), The handbook of organizational culture and climate (pp. 85–100). Thousand Oaks, CA: Sage.Google Scholar
Härtel, C. E. J., & Fujimoto, Y. (2000). Diversity is not the problem – openness to perceived dissimilarity is. Journal of Management & Organization, 6(1), 14–27.Google Scholar
Härtel, C. E. J., & Ganegoda, D. B. (2008). Role of affect and interactional justice in moral leadership. In Zerbe, W. J., Härtel, C. E. J., & Ashkanasy, N. M. (Eds.), Research on emotion in organizations (Volume 4, pp. 155–180). Bradford, UK: Emerald.Google Scholar
Härtel, C. E. J., Gough, H., & Härtel, G. F. (2006). Service providers’ use of emotional competencies and perceived workgroup emotional climate to predict customer and provider satisfaction with service encounters. International Journal of Work Organization and Emotion, 1, 232–254.CrossRefGoogle Scholar
Härtel, C. E. J., Gough, H., & Härtel, G. F. (2008). Work-group emotional climate, emotion management skills, and service attitudes and performance. Asia Pacific Journal of Human Resources, 46, 21–37.Google Scholar
Härtel, C. E. J., & Liu, X. (2012). How emotional climate in teams affects workplace effectiveness in individualistic and collectivistic contexts. Journal of Management & Organization, 18, 573–585.Google Scholar
Härtel, C. E. J., & Page, K. M. (2009). Discrete emotional crossover in the workplace: The role of affect intensity. Journal of Managerial Psychology, 24, 237–253.Google Scholar
Härtel, C. E. J., & Panipucci, D. (2005). Emotional game playing and poor team norms: The implications for work teams. In Schriesheim, C. A. & Neider, L (Eds.), Research in management (pp. 133–144). Greenwich, CT: Information Age.Google Scholar
Härtel, C. E. J., & Panipucci, D. (2007). How “bad apples” spoil the bunch: Faultlines, emotional levers and exclusion in the workplace. In Härtel, C. E. J, Ashkanasy, N. M., & Zerbe, W. J. (Eds.), Research on emotion in organizations (Volume 3, pp. 287–310). Oxford, UK: Elsevier/JAI.Google Scholar
Härtel, C. E. J., Zerbe, W. J., & Ashkanasy, N. M. (2005). Organizational behavior: An emotions perspective. In Härtel, C. E. J., Ashkanasy, N. M., & Zerbe, W. J. (Eds.), Emotions in organizational behavior (pp. 1–10). Mahwah, NJ: Lawrence Erlbaum.Google Scholar
Hennig-Thurau, T., Groth, M., Paul, M., & Gremler, D. D. (2006). Are all smiles created equal? How emotional contagion and emotional labor affect service relationships. Journal of Marketing, 70, 58–73.Google Scholar
Hochschild, A. R. (1983). The managed heart: Commercialization of human feeling. Berkeley: University of California Press.Google Scholar
Hülsheger, U. R., & Schewe, A. F. (2011). On the costs and benefits of emotional labor: A meta-analysis of three decades of research. Journal of Occupational Health Psychology, 16, 361–389.Google Scholar
Hunt, J. G., Gardner, W. L., & Fischer, D. (2008). Leader emotional displays from near and far: The implications of close versus distant leadership. In Humphrey, R. H. (Ed.), Affect and emotion: New directions in management theory and research (pp. 42–65). Charlotte, NC: Information Age.Google Scholar
James, L. R., Choi, C. C., Ko, C. H. E., McNeil, P. K., Minton, M. K., Wright, M. A., & Kim, K. I. (2008). Organizational and psychological climate: A review of theory and research. European Journal of Work and Organizational Psychology, 17, 5–32.Google Scholar
Kimberley, N. & Härtel, C. E. J. (2007). Building a climate of trust during organizational change: The mediating role of justice perceptions and emotion. In Härtel, C. E. J, Ashkanasy, N. M., & Zerbe, W. J. (Eds.), Research on emotion in organizations (Volume 3, pp. 237–264). Oxford, UK: Elsevier/JAI.Google Scholar
Krzeminska, A., Lim, J., & Härtel, C. E. J. (2018). Psychological capital and occupational stress in emergency services teams: Empowering effects of servant leadership and workgroup emotional climate. In Petitta, L, Härtel, C. E. J., Ashkanasy, N. M., & Zerbe, W (Eds.), Research on emotion in organizations (Volume 14, pp. 189–215). Bingley, UK: Emerald.Google Scholar
Larsen, R. J., Diener, E., & Emmons, R. A. (1986). Affect intensity and reactions to daily life events. Journal of Personality and Social Psychology, 51, 803–814.Google Scholar
Leavitt, H. J. (2007). Big organizations are unhealthy environments for human beings. Academy of Management Learning & Education, 6, 253–263.Google Scholar
Lewicki, R. J., Tomlinson, E. C., & Gillespie, N. (2006). Models of interpersonal trust development: Theoretical approaches, empirical evidence, and future directions. Journal of Management, 32, 991–1022.Google Scholar
Li, A., & Cropanzano, R. (2009). Fairness at the group level: Justice climate and intra-unit justice climate. Journal of Management, 35, 564–599.Google Scholar
Liu, X. Y., & Härtel, C. E .J. (2013). Workgroup emotional exchanges and team performance in China. Asia Pacific Journal of Human Resources, 51, 471–490.Google Scholar
Liu, X., Härtel, C. E. J., & Sun, J. J. (2014). The workgroup emotional climate scale: Theoretical development, empirical validation and relationship with workgroup effectiveness. Group & Organization Management, 39, 626–663.Google Scholar
Markus, H. R., & Kitayama, S. (1991). Culture and the self: Implications for cognition, emotion, and motivation. Psychological Review, 98, 224–253.Google Scholar
Martin, J., Knopoff, K., & Beckman, C. (1998). An alternative to bureaucratic impersonality and emotional labor: Bounded emotionality at The Body Shop. Administrative Science Quarterly, 43, 429–469.Google Scholar
Mastenbroek, W. (2000). Organizational behavior as emotion management. In Ashkanasy, N. M., Härtel, C. E., & Zerbe, W. J. (Eds.), Emotions in the workplace: Research, theory, and practice (pp. 19–35). Westport, CT: Quorum Books.Google Scholar
Mayer, J. D., & Salovey, P. (1997). What is emotional intelligence? In Salovey, P & Sluyter, D (Eds.), Emotional development and emotional intelligence: Implications for educators (pp. 3–31). New York, NY: Basic Books.Google Scholar
McColl-Kennedy, J. R., & Anderson, R. D. (2002). Impact of leadership style and emotions on subordinate performance. Leadership Quarterly, 13, 545–559.Google Scholar
McKeown, T., Bryant, M., & Raeder, L. (2009). Building positive responses to bullying: Establishing the framework. In Härtel, C. E. J., Ashkanasy, N. M., & Zerbe, W. J. (Eds.), Research on emotion in organizations (Volume 5, pp. 227–243). Bingley, UK: Emerald.Google Scholar
Miao, C., Humphrey, R. H., & Qian, S. (2016). Leader emotional intelligence and subordinate job satisfaction: A meta-analysis of main, mediator, and moderator effects. Personality and Individual Differences, 102, 13–24.Google Scholar
Morris, J. A., & Feldman, D. C. (1996). The dimensions, antecedents and consequences of emotional labor. Academy of Management Review, 21, 986–1010.Google Scholar
Morrison, E. W., & Robinson, S. L. (1997). When employees feel betrayed: A model of how psychological contract violation develops. Academy of Management Review, 22, 226–256.CrossRefGoogle Scholar
Newcombe, M. J., & Ashkanasy, N. M. (2002). The role of affect and affective congruence in perceptions of leaders: An experimental study. Leadership Quarterly, 13, 601–614.Google Scholar
Panipucci, D., & Härtel, C. E. J. (2006). Positive disobedience: When norms prescribe the exclusion of dissimilar others. In Della Fave, A (Ed.), Dimensions of well-being: Research and intervention (pp. 241–253). Milan, Italy: FrancoAngeli.Google Scholar
Paterson, J. M., & Härtel, C. E. (2002). An integrated affective and cognitive model to explain employees’ responses to downsizing. In Ashkanasy, N. M., Zerbe, W. J., & Härtel, C. E. J. (Eds.), Managing emotions in the workplace (pp. 25–44). Armonk, NY: M. E. Sharpe.Google Scholar
Petitta, L., Jiang, L., & Härtel, C. E. J. (2017). Emotional contagion and burnout among nurses and doctors: Do joy and anger from different sources of stakeholders matter? Stress and Health, 33, 358–369.Google Scholar
Pirola-Merlo, A., Härtel, C. E. J., Mann, L., & Hirst, G. (2002). How leaders influence the impact of affective events on team climate and performance in R&D teams. Leadership Quarterly, 13, 561–581.Google Scholar
Pizer, M. K., & Härtel, C. E. J. (2005). For better or for worse: Organizational culture and emotions. In Härtel, C. E. J., Zerbe, W. J., & Ashkanasy, N. M. (Eds.), Emotions in organizational behavior (pp. 342–361). Mahwah, NJ: Lawrence Erlbaum.Google Scholar
Roux, M., & Härtel, C. E. J. (2018). The cognitive, emotional, and behavioral qualities required for leadership assessment and development in the new world of work. In Ashkanasy, N. M., Zerbe, W. J., & Härtel, C. E. J. (Eds.), Research on emotion in organizations (Volume 14, pp. 59–69). Bingley, UK: Emerald.Google Scholar
Schein, E. (1992). Organizational culture and leadership. San Francisco, CA: Jossey-Bass.Google Scholar
Schneider, B. (2000). The psychological life of organizations. In Ashkanasy, N, Wilderom, C, & Peterson, M (Eds.), The handbook of organizational culture and climate (pp. 23–30). Thousand Oaks, CA: Sage.Google Scholar
Schneider, B., Ehrhart, M. G., & Macey, W. H. (2011). Organizational climate research: Achievements and the road ahead. In Ashkanasy, N. M., Wilderom, C. E. P., & Peterson, M. F. (Eds.), The handbook of organizational culture and climate (2nd edition, pp. 29–49). Thousand Oaks, CA: Sage.Google Scholar
Smith, K. K., & Crandell, S. D. (1984). Exploring collective emotion. American Behavioral Scientist, 27, 813–828.Google Scholar
Sy, T., Côté, S., & Saavedra, R. (2005). The contagious leader: impact of the leader’s mood on the mood of group members, group affective tone, and group processes. Journal of Applied Psychology, 90, 295–305.Google Scholar
Sy, T., Tram, S., & O’Hara, L. A. (2006). Relation of employee and manager emotional intelligence to job satisfaction and performance. Journal of Vocational Behavior, 68, 461–473.Google Scholar
Tan, J. A. C., Härtel, C. E. J., Panipucci, D., & Strybosch, V. E. (2005). The effect of emotions in cross-cultural expatriate experiences. Cross-Cultural Management: An International Journal, 12, 4–15.Google Scholar
Watson, D., & Tellegen, A. (1985). Toward a consensual structure of mood. Psychological Bulletin, 98, 219–235.CrossRefGoogle Scholar
Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50, 361–386.Google Scholar
Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. In Staw, B. M. & Cummings, L. L. (Eds.), Research in organizational behavior (pp. 1–74). Oxford, UK: Elsevier Science.Google Scholar
Wijewardena, N., Härtel, C. E., & Samaratunge, R. (2017). Using humor and boosting emotions: An affect-based study of managerial humor, employees’ emotions and psychological capital. Human Relations, 70, 1316–1341.Google Scholar
Wijewardena, N., Härtel, C. E. J., & Samaratunge, R. (2010). A laugh a day is sure to keep the blues away: Managers’ use of humor and the construction and destruction of employees’ resilience. In Zerbe, W. J., Härtel, C. E. J., & Ashkanasy, N. M., Research on emotion in organizations (Volume 6, pp. 259–278). Bingley, UK: Emerald.Google Scholar
Wong, C. S., & Law, K. S. (2002). The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. Leadership Quarterly, 13, 243–274.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×