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The scholarship of both organizational change and leadership is extensive. However, there have been few attempts to systematically integrate these fields of research in terms of theory or empirical...

Based on dual-processing theory of social cognitions, we explore how male and female managers’ emotion understanding and management abilities–the key elements of emotional intelligence (EI)–are dif...

As social beings, people often share their emotional experiences with others. This phenomenon, termed social sharing of emotions (or emotion sharing), has been well documented in the social psychol...

The investigation of affective constructs in team effectiveness has been largely limited to that of team shared mood or emotional states. In this paper, we aim to expand this focus by developing th...

Drawing on a functional theory of emotions, this study develops and tests a theoretical model of state gratitude at work. The model sheds light on the affective motivational mechanisms, the desire ...

In this symposium, we debate three key tensions within current and emerging organizational change scholarship and practice: engagement, energy, and emotion. The first debate considers the dialectic...

In a study of 131 employees using multiple methods and multiple raters, we explored how and when emotional intelligence is related to promotability. The results indicate that employees’ emotional i...

Prior research on creativity highlights a conflicting pattern of results. Job complexity and creativity requirements, two contextual variables common in many creative environments, place demands on employees that can have positive and negative effects on employees’ creativity by influencing experience of positive affect (PA). We aim to resolve this conflict by drawing upon the job demands-resources perspective to propose that emotional intelligence (EI) is a key internal resource employees use in order to respond positively to the demands created by job complexity and creativity requirements. We argue that the EI facet of emotion regulation ability enables employees to better cope with demands, which subsequently leads to higher levels of PA. Furthermore, the EI facet of emotion facilitation ability enables employees to utilize PA for creative outcomes. We test our hypotheses through a multi-method (e.g., ability test, experience sampling, survey) and multi-source (archival, self-reported, manger reported...

In this study, we discuss and conceptualize “episodic gratitude,”. We define this construct as beneficiaries’ positive emotional response to others in a social interaction at work, which involves a...

The purpose of this study is to deepen our understanding on the effects of emotional intelligence (EI) on individual performance as a team member (i.e., team member performance) in self-managing te...