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Paul Harvey and Marie T. Dasborough

Talking about schadenfreude feelings can have effects that differ from the intended social functions of the emotion. In this chapter, we contend that schadenfreude is a complex emotion with both positive and negative valence. As such, socially sharing the emotion can have upsides as well as downsides, depending on how it is perceived by others. We illustrate this point by highlighting the benefits of sharing schadenfreude, as well as the negative perceptions that may form regarding the person expressing the schadenfreude. We propose that schadenfreude can play important social functional roles and that talking about it provides valuable information for observers. A number of situational and individual factors––which are not well understood––appear to help determine if the person expressing the schadenfreude is viewed positively or negatively by others. We conclude our chapter with a discussion of practical advice for individuals, as well as directions for future research.

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Edited by Dirk Lindebaum, Deanna Geddes and Peter J. Jordan

What novel theoretical insights can be gleaned by comparing our theoretical understanding of emotion in relation to how we 'talk about’ emotion at work? Drawing from psychological and sociological thinking, leading emotion researchers respond to this question for ten common and powerful emotions at work. The chapters detail various conditions under which our study of emotions and our talk about them can be at odds or reinforce each other in organizations, and how these differences impact subsequent consequences for organizations and their members.
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Edited by Dirk Lindebaum, Deanna Geddes and Peter J. Jordan

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Peter N. Stearns

A growing interest in happiness has been a crucial aspect of modern Western culture since the Enlightenment. Its evolution, alongside the emergence of new labor forms in factories and offices, suggests an obvious, though difficult, relationship and this forms the focus of the present essay on happiness and work in industrial society. Developments in the nineteenth century almost certainly reduced job satisfaction for many workers in contrast to artisanal or even rural experience. At the same time new issues––such as the relationship between what would ultimately be called personality and the work ethic, or the growing importance of measuring work by wages––took shape that have conditioned the interaction between jobs and happiness ever since. Formal interest in workplace happiness increased measurably during the first half of the twentieth century, as experts and management sought to promote greater job stability and productivity while reducing labor unrest. Several conflicting approaches emerged, complicating the assessment of actual results. Job happiness probably lagged behind the surge of interest, though some connections can be explored. Finally, at the outset of the twenty-first century, a new commitment to well-being on the job suggests a new stage in the elaboration of ideas about workplace emotion, inviting another evaluation of the relationship between actual emotional trends.

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Edited by Laura Hyatt and Stuart Allen

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Kenneth A. Perez and Heather C. Lench

Awe is a positive emotion that occurs when people are in the presence of something extraordinary and beyond their typical experiences, from transformative views of majestic landscapes to the face of one’s child. Recent evidence suggests that more everyday experiences can also evoke mild feelings of awe, and that these feelings can have benefits for people’s lives. Accumulating evidence suggests that awe has several benefits for physical health, and might reduce the likelihood of developing chronic conditions. Awe also tends to prompt self-transcendence, resulting in the sense of a “small self” that shifts people’s focus towards others and the world around them. People who have experienced awe are more prosocial and helpful. They are also more creative and less likely to use stereotypes in their decision making. Over time, there is evidence that awe can improve well-being and satisfaction. Considering the grandness of the emotion of awe, it does not seem intuitive to establish a connection between awe and a relatively ordinary workplace setting. However, this chapter reviews several directions for organizations and individuals to improve their work environment and climate by fostering a sense of awe in the workplace.

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Edited by Laura Hyatt and Stuart Allen

Technology plays a significant role in doctoral leadership studies providing a channel for teaching, learning, research, and administrative processes. Existing and new programs seek to leverage technology-mediated learning in order to provide access, convenience, enriched learning, and develop new pathways to achieve a doctorate. Advancing Doctoral Leadership Education Through Technology offers ideas, experiences, and practices relevant to doctoral faculty, chairs and directors, administrators, researchers, and doctoral students interested in learning and research in technology and leadership education.
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Edited by Laura Hyatt and Stuart Allen

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Yu Ha Cheung and Alicia S. M. Leung

Organisations have been increasingly aware of the importance of promoting environmental sustainability as one means of fulfilling a role in corporate social responsibility. Using data from 194 Hong Kong managerial and professional employees collected through two waves of online survey, we examined the impact of three proximal factors, autonomy at work, management involvement, and intrinsic motivation on workplace green behaviour (i.e., champion green behaviour, conventional green behaviour, paper use and electricity use). Our results showed that (1) employees’ intrinsic motivation and management expectations of acting green were significant predictors of workplace green behaviour; (2) autonomy at work was related only to champion green behaviour; and (3) the presence of committees or designated personnel on promoting green initiative was not related to employees’ workplace green behaviour.

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Niamh Murtagh, Birgitta Gatersleben and David Uzzell

Energy consumption in offices is particularly important amongst the environmentally impacting activities of office workers. Almost 70 per cent of this consumption is electricity, with information and computing technologies amongst the highest uses. In this chapter, we explore the question of whether individual energy feedback can influence behaviour. Research evidence on feedback in the home is reviewed but despite extensive research, the mix of approaches, small sample sizes and absence of control groups, baseline usage and inferential statistical analysis pose a challenge to conclusive findings – published studies report wide variation. In the workplace, approaches, interventions and outcomes have also been varied. A common conclusion of such studies is that interventions in the workplace can contribute to behaviour change and reduction in energy consumption and, in particular, that feedback can be an effective component of intervention. However, the chapter concludes that, despite a rapidly growing empirical base, definitive findings from the workplace remain elusive. The psychological mechanisms by which feedback may work are still unknown. Information deficit alone is insufficient as an explanation. The most promising constructs to explore further are motivation and meaning, awareness (even though we know that raised awareness in itself does not necessarily result in changed behaviour) and self-efficacy. Behaviour change requires motivation beyond the provision of information. Furthermore, the time for feedback aimed simply at energy reduction is gone. As economies shift towards lower carbon, the issue is no longer one of less energy use but shifting energy use to renewable sources alongside reducing waste. Energy at work is consumed in a collective endeavour and workers should be involved in energy-saving strategies.