Predictors of ethical code use and ethical tolerance in the public sector

This paper reports the results of a survey of ethical attitudes, values, and propensities in public sector employees in Australia. It was expected that demographic variables, personal values, and contextual variables at the individual level, and group and organisational-level values would predict use of formal codes of ethics and ethical tolerance (tolerance of unethical behaviour). Useable data were received from 500 respondents selected at random across public sector organizations in a single Australian state. Results supported the study hypotheses, but indicated that different mechanisms underlie each of the criterion variables. Use of ethical codes was determined primarily on the basis of a perception that others use the code, while ethical tolerance was determined by personal values. At an applied level, the research highlights the need for organizations to establish a critical mass of code users, so that this operates as a normative influence on others in the organization

Overview: Individual and organizational perspectives on emotion management and display

As reported in Volume 1 of Research on Emotions in Organizations (Ashkanasy, Zerbe, & Härtel, 2005), the chapters in this volume are drawn from the best contributions to the 2004 International Conference on Emotion and Organizational Life held at Birkbeck College, London, complemented by additional, invited chapters. (This biannual conference has come to be known as the “Emonet” conference, after the listserv of members.) Previous edited volumes (Ashkanasy, Härtel, & Zerbe, 2000; Ashkanasy, Zerbe, & Härtel, 2002; Härtel, Zerbe, & Ashkanasy, 2004) were published every two years following the Emonet conference. With the birth of this annual Elsevier series came the opportunity for greater focus in the theme of each volume, and for greater scope for invited contributions. This volume contains eight chapters selected from conference contributions for their quality, interest, and appropriateness to the theme of this volume, as well as four invited chapters. We again acknowledge in particular the assistance of the conference paper reviewers (see the appendix). In the year of publication of this volume the 2006 Emonet conference will be held in Atlanta, USA and will be followed by Volumes 3 and 4 of Research on Emotions in Organizations. Readers interested in learning more about the conferences or the Emonet list should check the Emonet website http://www.uq.edu.au/emonet/

Emotional intelligence in organizational behavior and industrial-organizational psychology

This chapter argues that, although there is mixed evidence about the link between emotional intelligence (EI) and workplace applications, steadily maturing research in the field is providing increasing confidence regarding the predictive ability of EI. It provides a broad overview of EI in organizational-behaviour research and industrial and organisational (I/O) psychology, including a review of applications and coverage of some of the contentious issues in the field. The chapter concludes by placing EI research within the context of the wider framework of research on the role of emotions in organizational settings

The case for emotional intelligence in organizational research

Since its popularization by Goleman (1995), the concept of emotional intelligence has been the subject of ongoing controversy, so it is understandable that the model we proposed, which includes emotional intelligence as a moderator variable, would attract its share of criticism

A study of the antecedents and consequences of psychological ownership in organizational settings

Psychological ownership is a feeling of possession in the absence of any formal or legal claims of ownership. In this study, the authors aimed to extend previous empirical testing of psychological ownership in work settings to encompass both job-based and organization-based psychological ownership as well as related work attitudes and behavioral outcomes. Questionnaire data from 68 employees and their managers revealed that job-based psychological ownership and organization-based psychological ownership are distinct work attitudes that are distinguishable from job satisfaction and organizational commitment. Psychological ownership predicted job satisfaction and organizational commitment and mediated the relationship between autonomy and these work attitudes. There was no support for a relationship between psychological ownership and behavioral outcomes. The authors discuss the limitations of the study and the implications of psychological ownership

The effects of Australian tall poppy attitudes on American value based leadership theory

A survey study of twenty-two Australian CEOs and their subordinates assessed relationships between Australian leader motives, Australian value based leader behaviour, subordinate tall poppy attitudes and subordinate commitment, effectiveness, motivation and satisfaction (CEMS). On the whole, the results showed general support for value based leadership processes. Subsequent regression analyses of the second main component of Value Based Leadership Theory, value based leader behaviour, revealed that the collectivistic, inspirational, integrity and visionary behaviour sub-scales of the construct were positively related with subordinate CEMS. Although the hypothesis that subordinate tall poppy attitudes would moderate value based leadership processes was not clearly supported, subsequent regression analyses found that subordinate tall poppy attitudes were negatively related with perceptions of value based leader behaviour and CEMS. These findings suggest complex relationships between the three constructs, and the proposed model for the Australian context is accordingly amended. Overall, the research supports the need to consider cultural-specific attitudes in management development

Integrating emotions and affect in theories of management

Scholars have studied emotions and affect in organizational settings for over twenty years, providing numerous insights into understanding how organizations and the people who work in them behave. With such a rich accumulation of knowledge, the time seemed right to call for today’s scholars of management to propose new and exciting theory. The eight articles in this Special Topic Forum address topics that cross multiple levels of analysis and include a range of different theories, explicating: how anger and fear can spark productivity, how employees respond to abusive supervision over time, how leader-member exchanges are shaped by affective events, the social functions of emotional complexity for leaders, team entrepreneurial passion, the effects of institutional beliefs on emotional displays, the nexus of affective climate and organizational effectiveness, and the role of gratitude in organizations. In this introduction, we briefly summarize the main points from each article, and discuss new research directions arising from the articles. To spur even deeper research into this important and still unfolding field of discovery, and stimulated by the articles in this STF, we conclude with additional thoughts and ideas on the role of emotions and affect in organizations

Solutions to Negative Emotions

Purpose: In this summative chapter, the volume editors discuss some of the “antidotes” to negative emotions that the authors in this volume have set out. Design: The summary is arranged in five sections: (1) Negative emotions as learning opportunities; (2) attributions and cognitive reframing; (3) importance of emotional intelligence; (4) leader empathy and organizational support; and (5) benefits of solving employee negative emotions. Findings: Despite the pervasiveness of negative emotions and experiences in organizations, they can lead to positive outcomes if handled appropriately. Research Implications: The chapters focus on a wide variety of important but under-researched topics in emotions and affect; and contain many original solutions to dealing with such emotions that may ultimately prove beneficial to organizations. Practical Implications: Organizations that are good at helping their employees cope with negative emotions have a competitive advantage in improving their employees’ job performance and organizational commitment. Social Implications: The negative emotions examined in the volume chapters have an impact on employee well-being. Thus, coping with these emotions is crucial to society. Originality/ value: The chapters in this volume provide a variety of original solutions to what some might see as an “epidemic”’ of negativity in organizations