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Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

Purpose – We aim to elucidate the influence of leaders' emotion expressions on the social distance between leaders and followers in face-to-face and digital communication.

Design/methodology/approach – Literature review

Findings – Following functional theories on emotions, leaders' expressions of socially engaging emotions (e.g., guilt, happiness, gratitude, and compassion) lower social distance. Leaders' expressions of socially disengaging emotions (e.g., anger, contempt, disgust, and pride) increase social distance. In digital communication, we propose that the effect of socially engaging and disengaging emotions depends on the social presence that is provided by the different digital communication media.

Practical implication – Based on our theoretical model, we derive implications for (1) leaders' use of face-to-face communication, (2) the importance of digital communication with high social presence, (3) leaders' use of digital communication as a tool for emotion regulation, and (4) coping strategies when communicating via digital means with low social presence.

The study aims to closely look at the phenomenon of transformational leadership and the psychological capital of followers by using affective process theory (APT). It has empirically tested the mediation of the perceived emotional labor (EL) of a leader and susceptible emotional contagion (EC) of followers when studying the effect of transformational leadership on the psychological capital (PsyCap) of followers.

The method adopted was mixed methodology. The data were collected from the 120 respondents and their perception regarding the construct as identified by previous literature was captured through a structured questionnaire. The relationships and hypotheses were tested by the structural equation modeling (SEM) model using SMART PLS. Further 20 semi-structured interviews were conducted using a qualitative approach.

The current research has empirically shown how specific aspects of transformational leadership, i.e. individual consideration perceived by followers also show high use of perceived deep acting strategy. Deep acting EL strategy is impacting positive EC and positive EC is leading to higher PsyCap of followers generating more work efficacy, hope, optimism and resilience. Mediation of positive EC between Deep acting EL and PsyCap was also observed. In qualitative studies done with the participants, major themes that emerged were transformational leadership, EL strategies, EC and PsyCap.

In times of uncertainty and stress after the post-COVID scenario, employees are facing emotional burnout due to increased work pressure and workload. Transformational leadership has become very critical to manage the PsyCap of followers by using correct EL strategies. Leaders can focus on the optimism and resilience aspect of PsyCap.

The current research has taken affective process theory (APT) as a foundation to understand the connection between transformational leadership and the PsyCap of followers. The study has specifically picked up the fourth mechanism of affective linkage as suggested by Elfenbein (2014) called emotional recognition and seen how emotions are transferred from source (leaders) to recipient (followers). The research has contributed by empirically testing the mediation of the perceived EL of leaders and the susceptible EC of followers and how they affect the PsyCap of followers.

This chapter looks into unpleasant affective states, or rather “dreaded emotions,” in leadership. Specifically, the adaptive roles and functions of fear, anger, and sadness are reviewed and discussed in a leadership context.

The social functions of fear, anger, and sadness are first presented. Following each emotion, the target of emotional expression – both other-directed (i.e., targeting followers and/or emotion-eliciting events) and self-directed (i.e., targeting leader) – is further discussed.

A symmetrical assumption has emerged over recent years that positive emotions result in positive outcomes and negative emotions lead to negative outcomes. In practice, the realities of organizational life and leader–follower interactions do not reflect such a neat juxtaposition. Positively valenced emotions can yield negative outcomes, and negatively valenced emotions can bring about positive outcomes.

Unpleasant emotions – fear and sadness, in particular – remain understudied in organizational and leadership literature, even though leaders experience these emotions just like the rest of us. This review offers ideas, through the combination of psychological and leadership research, on how social functions of dreaded emotions, including fear, anger, and sadness, can yield desirable leadership outcomes.

This chapter provides a review on unpleasant emotions (i.e., fear, anger, and sadness) that are rarely discussed and underresearched in leadership literature.

This paper aims to explore the power of appeals based on fear mixed with challenge co-designed with vulnerable consumers in motivating the use of credence services.

A qualitative phase (Study 1), comprising focus groups of self-identified at-risk gamblers, revealed a series of conceptual themes for advertising stimuli that were then tested empirically (Study 2) on the likelihood to use credence services in a gambling context. Individual characteristics such as tolerance of ambiguity were also tested for their potential moderating influence.

In comparison to appeals based on single emotions, fear mixed with the challenge has a significantly stronger impact on intentions to use credence services in at-risk gamblers. Findings confirm the indirect positive impact of fear mixed with the challenge via sequential mediators of involvement with advertising and attitude towards credence service advertising. The moderating role of tolerance of ambiguity on credence service use intentions was confirmed.

The potential of a fear mixed with challenge appeal to motivate vulnerable consumers to seek credence services has not been investigated to date. The findings contribute to both the transformative service research and advertising literature streams by providing valuable insights into promotional campaigns aimed at vulnerable consumers such as at-risk gamblers.

Based on the situational approach for envy, the purpose of this paper is to examine the effect of two-dimensional workplace envy (being envied and envying others) on the task and contextual performance of employees working in either private or public sector organizations.

This study was conducted on survey data collected from 988 private sector employees and 530 employees from the public sector employed in Istanbul. Following a quantitative empirical design, structural equation modeling was used to test the hypotheses.

The study results revealed that envying-others dimension has a significant negative effect on both task performance and contextual performance. In addition, the findings indicate more envious feelings of private sector employees than public sector employees. For public sector employees, male participants were found to envy others more than females.

In addition to the contributions, this study has its limitations. First, although the study was carried out with a comprehensive sample, it is limited to the views of 1,518 employees in Istanbul and is a cross-sectional study. Also, employee performance is evaluated through self-reporting, which forms another limitation; it could have been more reliable for the supervisors to assess their subordinates' performance.

Apart from scholars, our findings have implications for practitioners. Feelings such as envy that comes with a sense of competition can create an environment that stimulates people, motivates them to work, can make them productive and can also cause an ultimately destructive situation. This makes it critical to manage envy in the workplace. Though there may be facilitators behind it, one crucial factor that fuels envy in the workplace is the lack of fair human resources policies and systems. Still, human resources management is undeveloped in most public organizations. With effective human resources management, there may be some roadmaps for managers to dissolve conflicts arising from envy. First, it is imperative to have systems that will separate the employee from the others, which everyone will accept, strengthening the feelings of justice among employees. Envy often occurs following a social comparison. Management can implement an incentive system that supports employee collaboration and avoid nepotism. Especially in private organizations where the competition is more among employees, managers should give more attention to understand their subordinates' feelings. The managers' attention to expressing their feelings toward their subordinates could establish an equal distance within the workplace. In this sense, language selection is critical, and managers should be mindful of linguistic triggers. Managers should not avoid giving both positive and negative feedback to their employees. Unwarranted and unsystematic reward and/or punishment systems, made with the good intentions of increasing competition, can trigger envy. Finally, managers should implement an open-door policy and open communication that will encourage all team members to be transparent to each other.

The study was based on a rationale that envy has detrimental workplace outcomes that lead to low task and contextual performance. Although there exists a recent interest for examining the relation between workplace envy and employee performance, based on being envied and envying others dimensions, these studies are limited. This study focuses on these dimensions and performance relations, and it also provides a comparative outlook for public and private sector employees in Turkey in terms of workplace envy.

This paper aims to examine the interesting but largely unexamined effects of pride-tagged money and surprise-tagged money on consumers’ spending and product-choosing behaviors.

The present research utilizes experimental design and survey methods to collect data and the ANOVA and bootstrap analysis methods to verify the assumed hypotheses.

Study 1 shows that people with pride-tagged (vs surprise-tagged) money are more likely to spend the money for themselves (vs others) and the personal achievement-expression motive plays a mediating role between the pride-tagged money and self-spending behavior. Study 2 replicates the findings of Study 1 and suggests that people with pride-tagged money are less likely to spend the money for others (e.g. donating). Study 3 shows that people with pride-tagged (surprise-tagged) money are more likely to purchase a self-relevant (other-relevant) product than those with surprise-tagged (pride-tagged) money.

The current research has classified products into self-relevant products (e.g. fitness card, supermarket gift card and mobile game equipment) and other-relevant products (e.g. restaurant set meal, pizza, movie ticket and hot pot) on the basis of perceived self-relevance on the products. Therefore, marketers could frame certain conditions that elicit self-relevant versus other-relevant choices and manipulate self-relevant versus other-relevant primes to shift preferences in favor of certain options. For example, around graduation time, graduates often feel proud of their accomplishments. In this case, marketers could take advantage of that feeling with a message like “treat yourself”, which could prompt them to spend more money for themselves. In addition, the marketers selling other-relevant products (e.g. pizza and hot pot) might develop and promote advertisements that deliver information about “sharing with your friends”. For example, in 2016, Pizza Hut began to use its new slogan of “love to share” to convey the idea of “double happiness as a result of sharing”.

From a theoretical standpoint, first, this research contributes to the emotional accounting research by advancing the notion that money associated with different positive feelings could influence consumers’ spending behaviors in different ways. Second, the research distinguishes self-relevant products from other-relevant products. Third, it shows that people with pride-tagged money and those with surprise-tagged money have different preferences for products. Self-relevant products, such as fitness card, supermarket gift card and mobile game equipment, that represent a certain degree of independence are more used and/or consumed by consumers with pride-tagged money, whereas other-relevant products, such as restaurant set meal, pizza, movie ticket and hot pot, that involve the perceptions of interdependence are more bought by consumers with surprise-tagged money to share with others.

The purpose of the current research is to present an explanatory framework for how people selectively attend to privacy-related news information about LBA depending on the extent to which they know about LBA already as well as their appraisals of privacy threats and efficacy.

The proposed model was tested using structural equation modeling based on a total of 522 useable responses obtained from an online survey.

The results revealed two different approaches to information exposure: (1) people choose to seek out privacy-related news articles when their persuasion knowledge and perceived threat level are high, whereas (2) they tend to avoid such information when perceived threats accompany fear as well as psychological discomfort, or when they believe that they are knowledgeable about LBA practices and highly capable of protecting their privacy.

With the development of real-time location-tracking technologies, the practice of LBA is becoming increasingly popular. As such, however, concerns about data collection and privacy are also on the rise, garnering a great deal of media attention. Despite the importance and constant stream of news reports on the subject, a comprehensive understanding of consumers' privacy assessments and information consumption remains underexamined. By incorporating the persuasion knowledge model and extended parallel process model, the current research presents an explanatory framework for consumers' privacy perceptions and information choice.