Top
| List of Figures and Tables | |
| Foreword | |
| Preface | |
| Managing Emotions in a Changing Workplace | |
| Change | |
| An Integrated Affective and Cognitive Model to Explain Employees' Responses to Downsizing | |
| Analyzing Emotions for a Better Understanding of Organizational Change: Fear, Joy and Anger during a Merger | |
| Myths About Emotions During Change | |
| Conflict/Interpersonal | |
| The Role of Emotion and Emotion Management in Destructive and Productive Conflict in Culturally Heterogeneous Workgroups | |
| A Model of Emotional and Motivational Components of Interpersonal Interactions in Organizations | |
| How Are Moods Instigated at Work? The Influence of Relational Status on Mood | |
| Managing Emotion in Workplace Relationships | |
| Decision Making | |
| Determinants of Intuitive Decision-Making in Management: The Moderating Role of Affect Marta Sinclair | |
| Emotional Intelligence: The Conceptual Issue | |
| Grinning, Frowning, and Emotionless: Agent Perceptions of Power and Their Effect on Felt and Displayed Emotions in Influence Attempts | |
| Managing Emotions in Decision-Making | |
| Emotional Labor | |
| Obscured Variability: The Distinction between Emotion Work and Emotional Labor | |
| Emotional Work and Emotional Contagion | |
| 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 | |
| Emotional Labor and the Design of Work | |
| What Are the Management Tools That Come Out of This? | |
| References | |
| About the Editors and Contributors | |
| Index | |
| Table of Contents provided by Ingram. All Rights Reserved. |
