Looking Forwards and Back: Exploring Anticipative Versus Retrospective Emotional Change-Experiences

Giæver, Fay

doi:10.1080/14697010903360616

Cited by 11 publications

(13 citation statements)

References 29 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Some authors narrow their research down to negative emotions (e.g., Fugate, Kinicki, & Scheck, 2002; Giæver & Hellesø, 2010; Kiefer, 2005), while others prefer to take a positive perspective (e.g., Avey, Wernsing, & Luthans, 2008). Qualitative techniques, mostly case studies, have been popular (e.g., Balogun, Bartunek, & Do, 2010; Bartunek et al, 2011; Bartunek, Rousseau, Rudolph, & Depalma, 2006; Giæver, 2009a; Giæver & Hellesø, 2010; Huy, 2002,2005; Kiefer, 2002; Smollan & Sayers, 2009; Smollan, Sayers, & Matheny, 2010; Stam & Stanton, 2010; Turnbull, 2002; Vince, 2006). However, quantitative studies are also present in literature (e.g., Avey et al, 2008; Lines et al, 2010; Lines, Sáenz, Aramburu, & Rivera, 2009; Seo, Taylor, & Hill, 2007).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…However, quantitative studies are also present in literature (e.g., Avey et al, 2008; Lines et al, 2010; Lines, Sáenz, Aramburu, & Rivera, 2009; Seo, Taylor, & Hill, 2007). Some articles are mainly interested in managers’ emotions (e.g., Balogun et al, 2010; Huy, 2002; Kiefer, 2002; Mossholder, Settoon, Armenakis, & Harris, 2000; Vince, 2006) and others in the relation between emotion and time (e.g., Fugate et al, 2002; Giæver, 2009a; Smollan et al, 2010). Finally, some authors aim to build new theories by integrating different perspectives, such as psychodynamics (e.g., Carr, 2001) or psychoanalytics (e.g., Antonacopoulou & Gabriel, 2001), offering new approaches (e.g., Balogun et al, 2010; Kiefer, 2002; Liu & Perrewé, 2005), creating new concepts such as emotional balancing (Huy, 2002), or new theories such as the multilevel theory of emotion and change (Huy, 1999).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

See 1 more Smart Citation

Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes

Agote

Aramburu

Lines³

2015

The Journal of Applied Behavioral Science

129

108

View full text Add to dashboard Cite

Despite the increasing interest in emotions at work, there is still a need for more research that focus on the antecedents of emotions in organizational change contexts. Moreover, literature on the subject considers leadership and trust to be fundamental when dealing with change processes. Taking into account both ideas, it is proposed here that authentic leadership (AL) perception can influence followers’ trust and emotions during change. To test these hypotheses, we gathered and analyzed the experience of 102 Spanish human resource managers using structural equation modeling based on partial least squares. Findings show that AL is directly and positively related to followers’ trust in the leader and the experience of positive emotions. Furthermore, we found that trust mediates the relation between AL perception and the experience of negative emotions. Based on these findings, some practical implications are proposed, such as the implementation of training initiatives in order to provide human resource managers with a better understanding of the AL concept and facilitate different actions that could be carried out by them so as to contribute to trust building.

show abstract

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes

Agote

Aramburu

Lines³

2015

The Journal of Applied Behavioral Science

129

108

View full text Add to dashboard Cite

show abstract

“…On the other hand, the leader had his own interpretations and at times had different situated emotions as compared to the followers. Emotions irrespective of whether they were negative or positive emerged as a 'resource' that helped to understand various situations (Fineman, 2003;Giaever, 2009;Jarrett, 2004;Manzoor et al, 2018). The understanding of various situations is important as it helps the leader and the management to take constructive steps that positively modify followers' behavior and actions.…”

Section: Discussionmentioning

confidence: 99%

“…It has been already established in the current research that change involves several emotions (Smollan, 2014); however, less is known about the way they are manifested in various situational contexts emerging due to change. Consequently, the subsequent emotions depend upon the anticipation of the followers whether they will benefit from the change (Giaever, 2009;Huy, 2002).…”

Section: Introductionmentioning

confidence: 99%

Exploring the Emotional Experiences During Organizational Change: A Leader and Followers Perspective

Amjad¹,

Manzoor²,

Rashid³

2020

BER

View full text Add to dashboard Cite

This paper explores leader and followers’ emotions in relation to the specific context of change in one of the public sector universities in Khyber Pakhtunkhwa. A qualitative approach has been used to understand the way individuals interpret situations and emotions during the change process. Data has been collected from a leader and nineteen followers through semi-structured in-depth interviews. Data was analyzed through thematic analysis to see the emergent patterns and to gain deeper insights on the way the leader and the follower interpreted situated emotions. The respondents reported mixed emotions in relation to the change process that were highly interpretive and were manifested in three main situations: when followers felt excluded from the change process; when leader encouraged followers to accept and implement change; and when they feared repercussions of their unwillingness to accept change. This study theoretically and empirically contributes to the change management literature by demonstrating the manifestation of lived emotions during dynamic and processual change. It highlights that the lens of emotions can help to understand the micro-processes involved in the change process that is often overlooked in the change and change management literature.

show abstract

“…Changingminds; Mind Tools). However, these affective models have been criticized because they ignore the mutual and dynamic interplay between individuals and their surroundings (see, for example, Giaever, 2009;Smollan, 2014).…”

Section: Staged Models Of Organizational Changementioning

confidence: 99%

Evolving emotional experiences following organizational change: a longitudinal qualitative study

Giæver

Smollan

2015

Qualitative Research in Organizations and Management: An International Journal

Self Cite

View full text Add to dashboard Cite

Purpose -There is a lack of qualitative longitudinal studies in the literature exploring the complexity and dynamism of affective experience during phases of organizational change. This article therefore explores the nature and intensity of emotional reactions to change and the contextual triggers that made them vary.Design/methodology/approach -Eleven nurses in a Norwegian public hospital were interviewed at three points in time about a change in technology, one month prior to implementation, three months after implementation and one year after implementation. They were asked to reflect "forwards" and "backwards" about their emotional experiences to the technical change in particular and to other changes occurring at work. Findings -The informants reported mixed emotional experiences to change at all three interviews. Emotion terms such as "uncertainty", "joy" and "resignation" were reported at all times, "anxiety and "excitement" were only reported at Times 1 and 2 whereas "frustration" and "cynicism" were only reported at Times 2 and 3.Research limitations -A larger group of informants would have produced greater insight into the evolving emotional change experiences. Further research could explore other contexts and a wider range of data collection methods.Originality/value -This is a rare qualitative study of emotional change experiences where the informants were interviewed three times.

show abstract

Looking Forwards and Back: Exploring Anticipative Versus Retrospective Emotional Change-Experiences

Cited by 11 publications

References 29 publications

Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes

Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes

Exploring the Emotional Experiences During Organizational Change: A Leader and Followers Perspective

Evolving emotional experiences following organizational change: a longitudinal qualitative study

Contact Info

Product

Resources

About