Emotions and Organizational Governance

Edited by Neal M. Ashkanasy, University of Queensland, Brisbane, AustraliaCharmine E. J. Hartel, University of Queensland, Brisbane, AustraliaWilfred J. Zerbe, Memorial University of Newfoundland, St. John’s, Canada

Editors Ashkanasy, Härtel, and Zerbe present readers with a collection of contributions focused on the role of emotions in various types of organizational governance contexts. The editors have organized the fifteen selections that make up the main body of the text in three parts devoted to governance at the micro-level and the treatment of subordinates by supervisors; change, stability, and governance at the macro-level; and fear, bullying, and other instances of when governance goes wrong at work. Neal M. Ashkanasy and Charmine E. J. Härtel are faculty members of the University of Queensland in Australia. Wilfred J. Zerbe is a faculty member of the Memorial University of Newfoundland in Canada.

• SECTION I: GOVERNANCE AT THE MICRO-LEVEL: HOW SUPERVISORS TREAT THEIR SUBORDINATES1. Abusive Supervision, Employee Well-Being and Ill-Being: The Moderating Role of Core Self-Evaluations - Ashley O’Donoghue, Edel Conway and Janine Bosak2. The Role of Attachment and Leader Caregiving in Followers’ Negative Affective Experiences - Annilee M. Game, Michael A. West and Geoff Thomas3. Exploring Negative Affect in Entrepreneurial Activity: Effects on Emotional Stress and Contribution to Burnout - Thomas Lechat and Olivier Torres4. Will an Increase in the Emotional and Social Competence (ESC) Scores of Leaders Directly Correlate to Higher Engagement of Their Direct Reports? - Cynthia Kivland and James P. Liautaud5. Supervisor Empathy Moderates the Negative Effects of Customer Injustice - Erin M. Richard, Christa P. Bupp and Raad G. AlzaidalshariefSECTION II: GOVERNANCE AT THE MACRO-LEVEL: CHANGE AND SUSTAINABILITY 6. The Inboard Emotional Contagion Model - Christophe Haag and Isaac Getz7. Unraveling the Complexities of Empathy Research: a Multi-Level Model of Empathy in Organizations - Gerald F. Burch, Andrew A. Bennett, Ronald H. Humphrey, John H. Batchelor and Athena H. Cairo8. Emotional Thresholds and Change Agent Success in Corporate Sustainability - Jessica M. Blomfield, Ashlea C. Troth and Peter J. Jordan9. Social Desirability and Cynicism: Bridging the Attitude-Behavior Gap in CSR Surveys - Henri Kuokkanen and William Sun10. A Multilevel Model of Managing Emotions in Transformational Organizational Identity Change - Pamala J. Dillon and Charles C. ManzSECTION III: WHEN GOVERNANCE GOES WRONG: FEAR AND BULLYING AT WORK11. Supervisory Level and the Impulse to Harm a Coworker: Advancing a Bourdieusian Perspective - Laura Upenieks and William Magee 12. an Initial Framework for the Role of Leader Fear in the Knowing-Doing Gap of Leadership - Amal Ahmadi, Bernd Vogel and Claire Collins13. How Perceptions and Emotions Shaped Employee Silence in the Case of “Dr. Death” at Bundaberg Hospital - Marissa S. Edwards, Sandra A. Lawrence and Neal M. Ashkanasy14. Silences and Voices of Fear, Anger, and Rationality: Emotionologies in an Information Systems Project - Riitta Hekkala and Mari-Klara Stein15. Organizational Governance: A Promising Solution for Varieties of Workplace Bullying - Premilla D’Cruz and Ernesto Noronha