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Experiential learning activities have been used for over 40 years with the hope that they increase students learning. However, a definitive study that showed their overall effectiveness has not been produced. The purpose of this study is to address this gap in the literature. This meta‐analysis examined a 43‐year span and identified 13,626 journal articles, dissertations, thesis articles, and conference proceedings written about experiential learning and found only 89 of these studies contained empirical data with both a treatment and control group. Meta‐analysis of these studies show that students experienced superior learning outcomes when experiential pedagogies were employed. Further, learning outcomes were almost a half standard deviation higher (d = .43) in classes employing experiential learning pedagogies versus traditional learning environments. This review definitively, and quantitatively, shows the importance of experiential learning activities. We use these results to discuss future research areas that need to be addressed based on our analysis of potential moderators and provide recommendations on how to best employ experiential learning pedagogies.

A closer merging of the literature on emotions with the research on leadership may prove advantageous to both fields. Leadership researchers will benefit by incorporating the research on emotional labor, emotional regulation, and happiness. Emotions researchers will be able to more fully consider how leadership demands influence emotional processes. In particular, researchers can better understand how the workplace context and leadership demands influence affective events. The leadership literature on charisma, transformational leadership, leader-member exchange, and other theories have the potential to shed light on how rhetorical techniques and other leadership techniques influence emotional labor, emotional contagion, moods, and overall morale. Conversely, the literature on emotional labor and emotional contagion stands to provide insights into what makes leaders charismatic, transformational, or capable of developing high quality leader–follower relationships. This review examines emotions and leadership at five levels: within person, between persons, interpersonal, groups and teams, and organizational wide and integrates research on emotions, emotional contagion, and leadership to identify opportunities for future research for both emotions researchers and leadership researchers.

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. ABSTRACTPurpose À Empathy, or the process of feeling or knowing how another feels, is a critical component of social interactions, and may be of particular importance to organizational functioning. This chapter addresses a literature gap on empathy in organizational contexts by providing a review of empathy research in a management setting.Methodology/approach À We integrate the developing field of empathy research and provide a conceptual framework built on Ashkanasy's (2003) five levels of analysis in emotions research, emphasizing withinperson, between-person, interpersonal, group-level, and organizationlevel processes.