Is “feeling good” good enough? Differentiating discrete positive emotions at work

Hu, Xiaoxiao; Kaplan, Seth A.

doi:10.1002/job.1941

Cited by 111 publications

(107 citation statements)

References 83 publications

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“…Such findings bring to the fore a debate on the causes and consequences of speaking up versus remaining silent within the workplace. Responding to the call of Morrison (2014) for further field studies of silence and entreaties for greater examination of discrete emotions (e.g., Gooty, Gavin, & Ashkanasy, 2009;Hu & Kaplan, 2015), we examine the role of specific emotions in decisions to remain silent or to speak up. Drawing on past theory and research on silence and emotion (Carver & Harmon-Jones, 2009;Frijda, Kuipers, & Ter Schure, 1989;Van Dyne, Ang, & Botero, 2003), we sought to identify the role of key emotions associated with different forms of silence (defensive, acquiescent, and prosocial).…”

Section: Practitioner Pointsmentioning

confidence: 99%

Investigating the role of discrete emotions in silence versus speaking up

Kirrane

O’Shea

Buckley

et al. 2017

J Occupat & Organ Psyc

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Silence in the workplace is a highly prevalent behaviour, but more is needed to understand the causes and consequences of such behaviour. In this article, we draw on theory and research to examine the role of discrete emotions in decisions to remain silent or to speak up. Three studies with full‐time employees were carried out utilizing both qualitative and experimental methodologies. Study 1 (n = 110) demonstrated that there are many reasons for being silent and established fear as the main emotion associated with silence behaviour. Building on the results of Study 1 and using a quasi‐experimental vignette design, Study 2 (n = 142) confirmed that different silence motives provoke different emotional experiences. Exploring the behavioural effects of emotions using a further experimental design, Study 3 (n = 80) showed that anger is an antecedent to speaking up about an observed transgression, whereas less intense anger was associated with staying silent. This pattern was not evident for fear. Taken together, these three studies provide empirical data regarding the relationship between silence, emotions, and actions. We contribute to theory and research at the intersection of silence, emotions, and behaviour and offer valuable insights into the dynamics of these concepts in the workplace. Practitioner points Our study demonstrates that employees are silent for many reasons and that managers need to be sensitive to the multiple motives driving silence behaviour Managers need to be aware that silence provokes specific emotions, with fear and anger being particularly common emotional consequences of silence. Employees are more likely to take action when emotions are intense and so managers need to incorporate a sensitivity to employee emotions in understanding worker silence and voice

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Section: Practitioner Pointsmentioning

confidence: 99%

Investigating the role of discrete emotions in silence versus speaking up

Kirrane

O’Shea

Buckley

et al. 2017

J Occupat & Organ Psyc

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“…However, limited research has explored the impact of pride on leadership processes; rather, extant research has focused on generalized affect (i.e., positive or negative affect; Joseph, Dhanani, Shen, McHugh, & McCord, ). Thus, there exists a critical gap in the literature, as pride has been theorized and shown to possess unique motivational and behavioral consequences beyond generalized affect (e.g., Cheng, Tracy, & Henrich, ; Hu & Kaplan, ; Williams & DeSteno, ). The purpose and contribution of the current research to the literature is to explore the relationship between pride and leadership behaviors.…”

Section: Introductionmentioning

confidence: 99%

Can pride be a vice and virtue at work? Associations between authentic and hubristic pride and leadership behaviors

Yeung

Shen

2019

J Organ Behavior

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Summary Pride, a discrete emotion that drives the pursuits of achievement and status, is crucial to consider in leadership contexts. Across three studies, we explored how leaders' experiences of authentic and hubristic pride were associated with their leadership behaviors. In Study 1, a field study of leader–follower dyads, leader trait authentic pride was associated with the use of more effective (i.e., consideration and initiating structure) and fewer ineffective (i.e., abusive supervision) leadership behaviors, and hubristic pride was associated with more abusive behaviors. In Study 2, a daily diary study, on days when leaders experienced more authentic pride than usual, they used more effective leadership behaviors than usual, whereas on days when leaders experienced more hubristic pride than typical, they were more likely to engage in abusive supervision than typical. In Study 3, a scenario‐based experiment, leaders who experienced more authentic pride in response to our experimental manipulation were more likely to intend to use effective leadership behaviors. In contrast, those who experienced more hubristic pride were less likely to use these behaviors and more likely to intend to be abusive. Overall, this work highlights the importance of pride for leadership processes and the utility of examining discrete and self‐conscious emotions within organizations.

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“…Notwithstanding the possibility of employee gratitude in organizations has been theorized (Hu & Kaplan, 2015;Emmons, 2003), the present research is the first to give collective perspective to these ideas and the study leads to understanding the role of collective gratitude in organizational level. Although individual level and collective level gratitude share some similarities, they are not similar in structure.…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 79%

“…Positive emotions leverage upward spiral and broadening team members thinking and action which provides transmission and integration of knowledge among team members. Moreover collective gratitude provides a cooperative culture (Hu and Kaplan, 2015) and encourages learning within and between organizations. With regard to Lazarus (1991) gratitude is an empathic emotion and leads to improve learning efforts in team working (Akgün et al, 2015).…”

Section: Relationship With Team Learningmentioning

confidence: 99%

Collective Gratitude: Positive Organizational Scholarship Perspective

Müceldili¹,

Erdil²,

Akgün³

et al. 2015

IBR

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This research examines collective gratitude, and makes three contributions to management literature. The first contribution is theoretical. The concept of gratitude is a vital emotion or a virtue for daily life in organizations. However, the collective effect of gratitude among employees in work place is interestingly missing in the organizational behavior literature. The second contribution is that we examine the collective gratitude in aspect of positive organizational scholarship. In this conceptual article we propose that contextual performance, team learning and high quality connection is enhanced by cultivating collective gratitude. The third contribution is of conceptual nature: provide a novel framework for future research.

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Is “feeling good” good enough? Differentiating discrete positive emotions at work

Cited by 111 publications

References 83 publications

Investigating the role of discrete emotions in silence versus speaking up

Investigating the role of discrete emotions in silence versus speaking up

Can pride be a vice and virtue at work? Associations between authentic and hubristic pride and leadership behaviors

Collective Gratitude: Positive Organizational Scholarship Perspective

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