Table of Contents

Research Companion to Emotion in Organizations

Research Companion to Emotion in Organizations

New Horizons in Management series

Edited by Neal M. Ashkanasy and Cary L. Cooper

This Companion brings together many leading scholars to address a wide range of topics in 38 chapters, across five levels of organizational analysis – including within-person, between-person (individual differences), relationships, groups, and the organization as a whole. Chapters tackle structure and measurement of emotion, antecedents and consequences of positive and negative emotions, including effects on work satisfaction and performance. The expression, recognition, and regulation of emotion and the propagation of mood and emotion in groups are also dealt with. The Companion explores contemporary issues including leadership, organizational climate and culture, as well as organizational change.

Chapter 36: How to Build a Healthy Emotional Culture and Avoid a Toxic Culture

Charmine E.J. Härtel

Subjects: business and management, organisational behaviour


Charmine E.J. Härtel Introduction The recognition of organizational cultures as shadow systems that nurture and buttress all other organizational systems has urged the need for a more humanistic approach to management. As organizations ultimately consist of individuals, it is futile to contemplate management of organizations without giving due consideration to their human aspects such as emotions, moods, relationships and well-being. Nevertheless, it remains the underlying purpose of managing the human side of organizations to engender emotional commitment which eventuates in financial gain (Barley & Kunda, 1992). The increasing recognition of problems associated with negative work environments and toxic emotions is leading organizations to rethink and refocus their organizational culture in order to obtain the benefits associated with a highly engaged workforce and a positive work environment. The proliferation of literature on emotions and emotional processes at work attests to the surge of interest on individuals’ experiences, moods, and expression of emotions at work (Ashkanasy et al., 2000; Fredrickson, 2001; Herkenhoff, 2004). Similarly, within the area of social psychology, there is a growing body of literature that discusses how culture influences the way in which individuals experience, express and respond to emotions at work (Triandis, 1994; Tiedens, 2000). However, such discussions are largely limited to analysing national cultures, and have thus overlooked the impact that organizational culture has on emotions at work. To this end, this chapter aims to evaluate organizational culture in relation to emotions experienced at work, and further elaborates on how a healthy emotional culture can...

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