Based on the five-level model of emotions in the workplace (FLMEW), we present an analysis of emotion and mindfulness at work. The five levels of emotion are: (1) temporal variations in emotion at the within-person level of analysis, which relate to state mindfulness; (2) stable individual differences in experiencing and expressing emotions at the between-persons level, which correspond with trait mindfulness; (3) perceiving and communicating emotions in dyadic relationships at the inter-personal level, reflecting interpersonal mindfulness; (4) emotional processes and leadership at the group level, which are associated with team mindfulness; and (5) and emotional culture and climate at the organizational level, which relate to organizational mindfulness. We provide a definition of mindfulness at each level. We argue that mindfulness tends to be associated with more positive and less negative affective experience at each level. We highlight practical implications and suggest future research at each level.

This paper examines the role of core self-evaluations (CSEs) in the relationships among emotional demands, emotional dissonance, and depersonalization. Data were collected from a non-random sample of 423 teachers who worked in primary, secondary, and higher education institutions. Results from structural equation modeling analysis showed that CSEs displayed both direct and indirect effects on depersonalization through employees' perceptions and reactions to emotional labor. Specifically, those individuals with more positive CSEs tended to perceive the emotional aspects of their job as less demanding, thus being less likely to experience emotional dissonance and, in turn, depersonalization. This research demonstrated that CSEs play a vital role in explaining employees' reactions to emotional labor and, therefore, their effects should be properly accounted for in future studies. Implications for practice and future lines of research are discussed in this paper.

This paper adds to extant research by examining the relationship between employees’ fear of coronavirus disease 2019 and their suffering from insomnia. It specifically proposes mediating roles of employees' economic concerns and psychological distress and a moderating role of mindfulness in this process. The research hypotheses are tested with survey data collected through two studies among Pakistani-based professionals: 316 in study 1 and 421 in study 2. The results pinpoint a salient risk for employees who experience fear during a pandemic crisis, in that the associated economic and psychological hardships make the situation worse by undermining their sleep quality, which eventually could diminish the quality of their lives even further. It also reveals how organizations can mitigate this risk if employees can leverage pertinent personal resources, such as mindfulness.

Research on identity threat has predominantly focused on the consequences of threat to some ascribed or involuntary identities, while overlooking individuals' responses to occupational identity threat. Integrating identity theory with identity threat literature, we argue that encountering occupational identity threat promotes negative emotion and feedback-seeking behavior, and negative emotion further mediates the relationship between occupational identity threat and feedback-seeking behavior. Moreover, individuals' performance self-esteem strengthens both the direct effect of occupational identity threat on negative emotion, and the indirect effect of occupational identity threat on feedback-seeking behavior through negative emotion. The results from two experimental studies and one field study provide support for these predictions. We discuss the theoretical and practical implications of our findings.

Studies up to great extent have focused on investigating the possible consequences of supervisor incivility in organizations; however, surprisingly very little research has concentrated on its antecedents. Drawing on affective event theory, the aim of this study is to identify how role overload may cause the supervisor behavior uncivil toward their subordinates in the project environment by examining the mediating role of emotional exhaustion and moderating effect of time consciousness. Data were collected from both supervisors and their immediate subordinates from project-based organizations of Pakistan. After data consolidation, the final sample was 296 supervisor–subordinate dyads. The results revealed that supervisor role overload and emotional exhaustion is positively related with supervisor incivility and emotional exhaustion mediates this relationship. Time consciousness moderates the link between supervisor role overload and emotional exhaustion. The practical and theoretical implications of our findings are provided.

Although organizational research on abusive supervision and its detrimental effects on individuals and organizations has become increasingly popular, little attention has been paid to the maladaptive responses of subordinates to abusive supervision. We build upon self-regulatory theory to investigate one common but overlooked maladaptive response of subordinates to abusive supervision: subordinate overeating behavior. We conducted a single-source, multi-wave daily diary study on 10 consecutive working days (N = 115 employees and 1150 daily surveys) to investigate the relationship between abusive supervision and overeating behavior via a subordinate's negative mood at the high versus low values of subordinate's recovery experiences. We, from the perspective of self-regulatory impairment, found that a subordinate's perceptions of abusive supervision instill a sense of negative mood, which in turn render a loss of control over his/her behavioral intentions toward overeating behavior. Moreover, the first-stage moderation results demonstrated that recovery experiences at the workplace mitigate the depleting effects of abusive supervision. Abused subordinates are less susceptible to the effects of abusive supervision on overeating behavior via their negative moods when there are greater recovery experiences at the workplace. Implications for theory and practice are discussed.

This research examines external observers' reactions to abusive supervision in the workplace while accounting for the impact of the abusive supervisor's race and the abused employee's race. We conducted four different studies to examine differences in external observers' protective behavior across the four possible abusive supervisor–abused employee racial combinations. The focus of these studies is on the two largest racial groups in the US: White Americans and African Americans. Our findings reveal that external observers' willingness to protect an abused employee depends significantly on the abused employee's race and the abusive supervisor's race.

We investigate how a leader's perception of a follower's behaviours may impact the follower's perception of a leader's behaviours which in turn may relate to a leader's rating of the LMX quality. Multilevel multisource data were collected from 315 leader–member dyads in 27 military teams. At the dyadic level, a leader's perception of a follower was related to the follower's assessment of a leader's behaviours, which in turn, was positively related to how the leader rated their LMX quality. Finally, the leaders' emotional reappraisal moderated the link between a follower's perception of the leader's behaviours and leader rated LMX quality. LMX research continues to interrogate the role of the follower in the leader–follower process. The study sheds further light on how followers contribute to the leadership process.

There is scant research examining both the psychological (individual) and leadership (environmental) influences on older workers. We firstly examine the influence of older workers' mindfulness on their job engagement, job satisfaction and turnover intentions. Secondly, we address effective leadership approaches for older workers, comparing two positive relational leadership styles, leader member exchange and leader autonomy support (LAS). We survey 1,237 participants from 28 organisations in New Zealand and employ structural equation modelling to test our hypotheses using AMOS 24.0. We find that mindful older workers enjoy greater wellbeing and are discerning of the leadership styles that most benefit their engagement, satisfaction and intentions to stay within the organisation. We find that mindfulness has direct importance and LAS has indirect importance on advancing the wellbeing of older workers. Mindful older workers exhibit greater work wellbeing than non-mindful workers, but they also demonstrate greater expectations and discernment of the leadership styles they encounter.

This study examines how maximum emotional intelligence (EI) members can contribute to the emergence of team-level organizational citizenship behaviors (OCB). Based on integrating a strategic core role and multilevel theory, we developed and tested a model in which the maximum EI score in teams results in intrateam trust and consequently impacts team OCB and examined whether the indirect effect of maximum EI on team OCB through intrateam trust would be moderated by EI diversity and trust divergence in teams. The results from 129 project teams showed that the relationship of maximum EI with team OCB is mediated by intrateam trust and this relationship is stronger for lower levels of EI diversity and trust divergence than for higher levels of diversity and divergence. The findings advance our understanding of the role of EI in team settings. Our research has important implications for organizations attempting to develop the applied value of EI.