Overcoming Fear, Fostering Courage and Unleashing Candour
New Horizons in Management series
Edited by Ronald J. Burke and Cary L. Cooper
Chapter 13: Developing and validating a quantitative measure of organizational courage
Viewing organizations as rational systems – designed and managed by rational people – has recently been expanded to include the powerful role that human emotions play in organizational life and organizational success (Goleman et al., 2002). Indeed, attention to emotions in the workplace has been steadily increasing, as witnessed by recent books on the topic (e.g., Ashkanasy et al., 2000; Lord et al., 2002; Srivastva and Cooperrider, 1998), special journal issues (e.g., Fisher and Ashkanasy, 2000), and special magazine issues (e.g., Fast Company, 2004). Some of the emotions that have been studied include the positive emotions of happiness/joy, pride, love/affection, and courage as well as the negative emotions of anger, fright/anxiety, guilt/shame, sadness, envy/jealousy, and disgust (Lazarus, 1991). The activation and spread of these primal emotions can either facilitate or undermine the so-called rational pursuits of individuals and their organizations (Hatfield et al., 1994; Pugh, 2001).
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