Table of Contents

1: Managing Emotions in a Changing Workplace; I: Change; 2: An Integrated Affective and Cognitive Model to Explain Employees' Responses to Downsizing; 3: Analyzing Emotions for a Better Understanding of Organizational Change: Fear, Joy, and Anger During a Merger; 4: Myths About Emotions During Change; II: Conflict/Interpersonal; 5: The Role of Emotion and Emotion Management in Destructive and Productive Conflict in Culturally Heterogeneous Workgroups; 6: A Model of Emotional and Motivational Components of Interpersonal Interactions in Organizations; 7: How Are Moods Instigated at Work? The Influence of Relational Status on Mood; 8: Managing Emotion in Workplace Relationships; III: Decision Making; 9: Determinants of Intuitive Decision Making in Management: The Moderating Role of Affect; 10: Emotional Intelligence: The Conceptual Issue; 11: Grinning, Frowning, and Emotionless: Agent Perceptions of Power and Their Effect on Felt and Displayed Emotions in Influence Attempts; 12: Managing Emotions in Decision Making; I: Emotional Labor; 13: Obscured Variability: The Distinction Between Emotion Work and Emotional Labor; 14: Emotional Work and Emotional Contagion; 15: A Conceptual Examination of the Causal Sequences of Emotional Labor, Emotional Dissonance, and Emotional Exhaustion: The Argument for the Role of Contextual and Provider Characteristics; 16: Emotional Labor and the Design of Work; 17: What Are the Management Tools That Come Out of This?

About the Author

Charmine E. J. Hartel, Neal M. Ashkanasy, Wilfred J. Zerbe