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Prof. Neal Ashkanasy
University of Queensland, Brisbane, Australia

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Research Keywords & Expertise

0 Leadership
0 Organizational Culture
0 Emotion in organizations
0 Organizational Behavior and Psychology
0 Office design

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Leadership
Organizational Behavior and Psychology
Organizational Culture
Emotion in organizations

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Short Biography

Dr. Oluremi (Remi) is an Associate Professor of Management in the UQ Business School at the University of Queensland, Australia, where she graduated with a PhD in Management in 2003. Her principal research interests include conflict management, emotions, leadership, diversity, teamwork and employee physical work environment and territoriality. She has published extensively, including in the Journal of Organizational Behavior), Organization Studies, and Applied Psychology. She is the current Editor in Chief of the Journal of Management and Organization.

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Review
Published: 23 July 2021 in Sustainability
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Open-plan office (OPO) layouts emerged to allow organizations to adapt to changing workplace demands. We explore the potential for OPOs to provide such adaptive capacity to respond to two contemporary issues for organizations: the chronic challenge of environmental sustainability, and the acute challenges emerging from the great COVID-19 homeworking experiment. We apply a socio-technical systems perspective and green ergonomics principles to investigate the relationship between an OPO environment and the occupants working within it. In doing so, we consider relevant technical and human factors, such as green technology and employee green behavior. We also consider how a green OPO might provide non-carbon benefits such as improving occupant well-being and supporting the emergence of a green organizational culture. Our investigation highlights several avenues through which an OPO designed with green ergonomic principles could benefit occupants, the organizations they work for, and the natural environment of which they are a part and on which they depend. We find reason to suspect that green OPOs could play an important role in sustainable development; and offer a research agenda to help determine whether it is true that OPOs can, indeed, exemplify how “going green” may be good for business.

ACS Style

Thomas Norton; Oluremi Ayoko; Neal Ashkanasy. A Socio-Technical Perspective on the Application of Green Ergonomics to Open-Plan Offices: A Review of the Literature and Recommendations for Future Research. Sustainability 2021, 13, 8236 .

AMA Style

Thomas Norton, Oluremi Ayoko, Neal Ashkanasy. A Socio-Technical Perspective on the Application of Green Ergonomics to Open-Plan Offices: A Review of the Literature and Recommendations for Future Research. Sustainability. 2021; 13 (15):8236.

Chicago/Turabian Style

Thomas Norton; Oluremi Ayoko; Neal Ashkanasy. 2021. "A Socio-Technical Perspective on the Application of Green Ergonomics to Open-Plan Offices: A Review of the Literature and Recommendations for Future Research." Sustainability 13, no. 15: 8236.

Journal article
Published: 07 July 2021 in The Leadership Quarterly
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The study of emotional intelligence (EI) in the field of leadership, and in the organizational sciences in general, has often been characterized by controversy and criticism. But the study of EI has nonetheless persisted by developing new measures and models to address these concerns. In a prior letter exchange by Antonakis, Ashkanasy, and Dasborough (2009), two author teams debated the role of EI in the leadership literature, but also set an agenda for research and reconciliation for the future. The present exchange revisits these arguments using evidence accumulated over the past decade. Specifically, the authors debate not only the evidence for the predictive power of EI for workplace outcomes, but also the validity of EI as a construct, the measurement of EI, and the appropriateness of analytical tests for establishing the value of EI. Although the author teams agree on the value of the study of emotions and the need for rigorous research in this area, they nonetheless propose alternative agendas and priorities for the future. Further, they conclude that the issues identified in this exchange are not unique to the study of EI; but should also serve to inform the study of other personality factors and leadership more broadly.

ACS Style

Marie T. Dasborough; Neal M. Ashkanasy; Ronald H. Humphrey; P.D. Harms; Marcus Credé; Dustin Wood. Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”. The Leadership Quarterly 2021, 101539 .

AMA Style

Marie T. Dasborough, Neal M. Ashkanasy, Ronald H. Humphrey, P.D. Harms, Marcus Credé, Dustin Wood. Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”. The Leadership Quarterly. 2021; ():101539.

Chicago/Turabian Style

Marie T. Dasborough; Neal M. Ashkanasy; Ronald H. Humphrey; P.D. Harms; Marcus Credé; Dustin Wood. 2021. "Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”." The Leadership Quarterly , no. : 101539.

Special issue article
Published: 10 May 2021 in Journal of Organizational Behavior
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Differently valenced affective states stimulate different information search and processing styles. Dual tuning theory suggests that in combination, the styles tuned by positive affect (broad information search and flexible thinking) and by negative affect (persistent detailed search and critical thinking) facilitate creativity better than a single affect alone. Through this lens, we argue that the simultaneous presence of team members experiencing differently valenced affective states (affect heterogeneity) may facilitate team creativity by providing access to more varied information and perspectives. To extract creative benefit from these enhanced informational resources, teams must engage in an information exchange and elaboration process. However, affect heterogeneity may also threaten this process. We suggest that effective information exchange and elaboration is more likely to occur when the team has a well‐developed transactive memory system to legitimize and coordinate the differences flowing from affect heterogeneity among members. We tested our hypotheses among fifty‐nine teams in a within‐team design in which we measured team affect heterogeneity, information exchange and elaboration, and creativity in each of four weeks of a thirteen‐week project. Results supported our hypotheses, including the mediating role of information exchange and elaboration; and the moderating role of team transactive memory system.

ACS Style

Leung ( March) To; Cynthia D. Fisher; Neal M. Ashkanasy; Jing Zhou. Feeling differently, creating together: Affect heterogeneity and creativity in project teams. Journal of Organizational Behavior 2021, 1 .

AMA Style

Leung ( March) To, Cynthia D. Fisher, Neal M. Ashkanasy, Jing Zhou. Feeling differently, creating together: Affect heterogeneity and creativity in project teams. Journal of Organizational Behavior. 2021; ():1.

Chicago/Turabian Style

Leung ( March) To; Cynthia D. Fisher; Neal M. Ashkanasy; Jing Zhou. 2021. "Feeling differently, creating together: Affect heterogeneity and creativity in project teams." Journal of Organizational Behavior , no. : 1.

Research article
Published: 27 May 2020 in Australian Journal of Management
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Different configurations of the physical environment of office work are rapidly changing the way office workers behave and perform at work. In particular, organisations today are progressively accommodating their employees in open plan offices (OPOs). In this article, we focus on the OPO and discuss its future and implications for research and practice. Specifically, we build on recent advances in the field to propose that new OPO configurations will require new forms of work behaviour involving new processes and practices, and new research approaches. In addition, we discuss possible areas of work that OPO environments of the future might affect; for example, work design, interpersonal processes, noise and distractions, human resource management (HRM) practices and leadership. Along these lines, we suggest future research directions and make recommendations to navigate the intersection of organisational behaviour (OB) and OPO research and practice. JEL Classification: M19

ACS Style

Oluremi B Ayoko; Neal M Ashkanasy. The physical environment of office work: Future open plan offices. Australian Journal of Management 2020, 45, 488 -506.

AMA Style

Oluremi B Ayoko, Neal M Ashkanasy. The physical environment of office work: Future open plan offices. Australian Journal of Management. 2020; 45 (3):488-506.

Chicago/Turabian Style

Oluremi B Ayoko; Neal M Ashkanasy. 2020. "The physical environment of office work: Future open plan offices." Australian Journal of Management 45, no. 3: 488-506.

Book chapter
Published: 22 April 2020 in Encyclopedia of Personality and Individual Differences
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ACS Style

Neal Mark Ashkanasy. Ashkanasy, Neal Mark. Encyclopedia of Personality and Individual Differences 2020, 258 -262.

AMA Style

Neal Mark Ashkanasy. Ashkanasy, Neal Mark. Encyclopedia of Personality and Individual Differences. 2020; ():258-262.

Chicago/Turabian Style

Neal Mark Ashkanasy. 2020. "Ashkanasy, Neal Mark." Encyclopedia of Personality and Individual Differences , no. : 258-262.

Journal article
Published: 16 December 2019 in International Journal of Project Management
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Insufficient empirical and theoretical attention has been given to the influence of emotional intelligence (EI) in determining performance and the mechanisms underlying this relationship among project team members in large-scale infrastructure projects. This research explores the association between EI and project performance in the context of large-scale infrastructure projects. Specifically, it proposes a model demonstrating a positive link between EI and project performance through adverse relationships with three negative conflict types (relationship, teak, and process). Further, it hypothesises that trust plays a moderating role. To test the model, we collected data from 365 project team members in large-scale infrastructure projects. The empirical results demonstrate that EI is positively linked to performance in large-scale infrastructure projects, and that this association is facilitated by EI's negative link to three conflict modes (task, relationship, process), which are negatively connected to performance. Additionally, inter-personal trust was found to moderate the negative relationship between conflict and project performance. This paper concludes with a discussion of the research and practical implications of the study's findings, and suggestions for future research directions.

ACS Style

Pouria Khosravi; Azadeh Rezvani; Neal M. Ashkanasy. Emotional intelligence: A preventive strategy to manage destructive influence of conflict in large scale projects. International Journal of Project Management 2019, 38, 36 -46.

AMA Style

Pouria Khosravi, Azadeh Rezvani, Neal M. Ashkanasy. Emotional intelligence: A preventive strategy to manage destructive influence of conflict in large scale projects. International Journal of Project Management. 2019; 38 (1):36-46.

Chicago/Turabian Style

Pouria Khosravi; Azadeh Rezvani; Neal M. Ashkanasy. 2019. "Emotional intelligence: A preventive strategy to manage destructive influence of conflict in large scale projects." International Journal of Project Management 38, no. 1: 36-46.

Book chapter
Published: 23 October 2018 in Social Functions of Emotion and Talking About Emotion at Work
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Despite its importance in predicting employee performance and satisfaction, pride in work has to date been a neglected emotion in organizational studies. Part of this neglect is most likely because commentators differ as to whether pride has generally constructive or deleterious effects on work behavior and attitudes. In this chapter, we argue that these contrasting predictions can be resolved by distinguishing two unique types of pride: pride in an actor’s efforts (authentic pride) or unwarranted pride in own capabilities (hubristic pride). Based upon this distinction, we develop selective implications for employee performance. We also propose that emotional self-regulation processes can determine whether employees experience authentic pride or hubristic pride.

ACS Style

Mathew L. A. Hayward; Neal Ashkanasy; Robert A. Baron. Employee pride and hubris. Social Functions of Emotion and Talking About Emotion at Work 2018, 175 -190.

AMA Style

Mathew L. A. Hayward, Neal Ashkanasy, Robert A. Baron. Employee pride and hubris. Social Functions of Emotion and Talking About Emotion at Work. 2018; ():175-190.

Chicago/Turabian Style

Mathew L. A. Hayward; Neal Ashkanasy; Robert A. Baron. 2018. "Employee pride and hubris." Social Functions of Emotion and Talking About Emotion at Work , no. : 175-190.

Book chapter
Published: 11 September 2018 in Research on Emotion in Organizations
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ACS Style

Yan Li; Neal M. Ashkanasy. Temporal Patterns of Pleasant and Unpleasant Affect Following Uncertain Decision-making. Research on Emotion in Organizations 2018, 3 -25.

AMA Style

Yan Li, Neal M. Ashkanasy. Temporal Patterns of Pleasant and Unpleasant Affect Following Uncertain Decision-making. Research on Emotion in Organizations. 2018; ():3-25.

Chicago/Turabian Style

Yan Li; Neal M. Ashkanasy. 2018. "Temporal Patterns of Pleasant and Unpleasant Affect Following Uncertain Decision-making." Research on Emotion in Organizations , no. : 3-25.

Book chapter
Published: 11 September 2018 in Research on Emotion in Organizations
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Abusive supervision is associated with many detrimental consequences. In this theory-review chapter, we extend the abusive supervision literature in two ways. First, we argue that more attention needs to be given to the emotion contagion processes between the leader and followers. More specifically, leaders’ negative affect can lead to followers’ experiences of negative affect, thereby influencing followers’ perception of abusive supervision. Second, we explore how employees draw upon their cognitive prototypes of an ideal leader or Implicit Leadership Theories (ILTs) to evaluate leader behaviors. In this regard, we argue that ILTs can influence the (negative) emotional contagion process between the leaders’ negative affect and followers’ perception of abusive supervision. In our proposed model, leaders’ expressions of negative affect, via emotional contagion, influence followers’ negative affect, perception of abusive supervision, and two behavioral responses: affect- and judgment-driven. The negative emotional contagion process between the leader and followers also differs depending on followers’ susceptibility to emotional contagion and their ILTs. We conclude by discussing the theoretical and practical implications of our model.

ACS Style

Hieu Nguyen; Neal M. Ashkanasy; Stacey L. Parker; Yiqiong Li. The Role of Implicit Leadership Theory in Employees’ Perceptions of Abusive Supervision. Research on Emotion in Organizations 2018, 119 -138.

AMA Style

Hieu Nguyen, Neal M. Ashkanasy, Stacey L. Parker, Yiqiong Li. The Role of Implicit Leadership Theory in Employees’ Perceptions of Abusive Supervision. Research on Emotion in Organizations. 2018; ():119-138.

Chicago/Turabian Style

Hieu Nguyen; Neal M. Ashkanasy; Stacey L. Parker; Yiqiong Li. 2018. "The Role of Implicit Leadership Theory in Employees’ Perceptions of Abusive Supervision." Research on Emotion in Organizations , no. : 119-138.

Journal article
Published: 22 August 2018 in International Journal of Project Management
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Regardless of the calls for a distinction between individual and team levels of analysis, studies regarding the multiple-level analysis of emotional intelligence are lacking in the project management literature. This research aims to address this shortcoming by examining the relationships between emotional intelligence, trust, and performance through multilevel analysis. Data were derived from 408 participants from 89 project teams in the large scale projects through three different surveys. We used hierarchical linear modeling and we found that emotional intelligence relates positively to performance and to trust at different levels of analysis. We also found that, at the team level, trust does not mediate the relationship between emotional intelligence and project team performance. This research offers a more realistic and comprehensive picture of the management and recognition of emotional intelligence in teams and individuals concurrently and addresses the implications for project leaders of inspiring individuals and teams.

ACS Style

Azadeh Rezvani; Pouria Khosravi; Neal M. Ashkanasy. Examining the interdependencies among emotional intelligence, trust, and performance in infrastructure projects: A multilevel study. International Journal of Project Management 2018, 36, 1034 -1046.

AMA Style

Azadeh Rezvani, Pouria Khosravi, Neal M. Ashkanasy. Examining the interdependencies among emotional intelligence, trust, and performance in infrastructure projects: A multilevel study. International Journal of Project Management. 2018; 36 (8):1034-1046.

Chicago/Turabian Style

Azadeh Rezvani; Pouria Khosravi; Neal M. Ashkanasy. 2018. "Examining the interdependencies among emotional intelligence, trust, and performance in infrastructure projects: A multilevel study." International Journal of Project Management 36, no. 8: 1034-1046.

Book chapter
Published: 15 June 2018 in Research Handbook on Employee Pro-Environmental Behaviour
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Stakeholders increasingly evaluate contemporary organisations on their environmental performance. Consequently, pro-environmental or “green” behaviour and its drivers are becoming an important aspect of workplace behaviour. In this regard, we outline how organisations can encourage their employees to be green at work. Importantly, we note that individual green behaviour contributes to system-level environmental performance. Thus, we consider an organisation as a complex adaptive system wherein employees create a workplace environment that subsequently influences their activity at work. We describe this as a virtuous cycle where employee green behaviour builds a green organisational culture, which then encourages more green behaviour. By helping employees modify the local rules guiding behaviour to include EGB, organisations might be able to enhance the effectiveness of their formal structures and develop a positive culture towards environmental sustainability. To this end, we provide recommendations for practitioners in this area.

ACS Style

Thomas A. Norton; Stacey L. Parker; Matthew C. Davis; Sally V. Russell; Neal M. Ashkanasy. A virtuous cycle: how green companies grow green employees (and vice versa). Research Handbook on Employee Pro-Environmental Behaviour 2018, 210 -228.

AMA Style

Thomas A. Norton, Stacey L. Parker, Matthew C. Davis, Sally V. Russell, Neal M. Ashkanasy. A virtuous cycle: how green companies grow green employees (and vice versa). Research Handbook on Employee Pro-Environmental Behaviour. 2018; ():210-228.

Chicago/Turabian Style

Thomas A. Norton; Stacey L. Parker; Matthew C. Davis; Sally V. Russell; Neal M. Ashkanasy. 2018. "A virtuous cycle: how green companies grow green employees (and vice versa)." Research Handbook on Employee Pro-Environmental Behaviour , no. : 210-228.

Original article
Published: 18 May 2018 in Accounting & Finance
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We explore the role of ‘Workplace Monsters’ in the global burden of disease, including the $US1.15 trillion annual cost of depressive and anxiety disorders. We propose the productivity drain created by these individuals is a wicked problem, integrating several disciplines to position workplace monsters as significant corporate governance issues for organisations. Our discussion covers Monster prevalence, impacts on fellow workers and estimates of the costs incurred to business. We classify Monsters as ‘appreciating liabilities’ and call for future research to develop means of accounting for their inherent organisational costs in an effort to prompt action to address their destructive impacts.

ACS Style

Rebecca T. Michalak; Neal M. Ashkanasy. Working with monsters: counting the costs of workplace psychopaths and other toxic employees. Accounting & Finance 2018, 60, 729 -770.

AMA Style

Rebecca T. Michalak, Neal M. Ashkanasy. Working with monsters: counting the costs of workplace psychopaths and other toxic employees. Accounting & Finance. 2018; 60 (S1):729-770.

Chicago/Turabian Style

Rebecca T. Michalak; Neal M. Ashkanasy. 2018. "Working with monsters: counting the costs of workplace psychopaths and other toxic employees." Accounting & Finance 60, no. S1: 729-770.

Book chapter
Published: 04 May 2018 in Attribution Theory
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ACS Style

Neal Ashkanasy. Supervisory Attributions and Evaluative Judgments of Subordinate Performance: A Further Test of the Green and Mitchell Model *. Attribution Theory 2018, 211 -228.

AMA Style

Neal Ashkanasy. Supervisory Attributions and Evaluative Judgments of Subordinate Performance: A Further Test of the Green and Mitchell Model *. Attribution Theory. 2018; ():211-228.

Chicago/Turabian Style

Neal Ashkanasy. 2018. "Supervisory Attributions and Evaluative Judgments of Subordinate Performance: A Further Test of the Green and Mitchell Model *." Attribution Theory , no. : 211-228.

Journal article
Published: 01 February 2018 in The Leadership Quarterly
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ACS Style

Herman H.M. Tse; Ashlea C. Troth; Neal M. Ashkanasy; Amy L. Collins. Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework. The Leadership Quarterly 2018, 29, 135 -149.

AMA Style

Herman H.M. Tse, Ashlea C. Troth, Neal M. Ashkanasy, Amy L. Collins. Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework. The Leadership Quarterly. 2018; 29 (1):135-149.

Chicago/Turabian Style

Herman H.M. Tse; Ashlea C. Troth; Neal M. Ashkanasy; Amy L. Collins. 2018. "Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework." The Leadership Quarterly 29, no. 1: 135-149.

Book chapter
Published: 20 July 2017 in Research in Personnel and Human Resources Management
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Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

ACS Style

Neal Ashkanasy; Ashlea C. Troth; Sandra A. Lawrence; Peter J. Jordan; M. Ronald Buckley; Anthony R. Wheeler; Jonathon R. B. Halbesleben. Emotions and Emotional Regulation in HRM: A Multi-Level Perspective. Research in Personnel and Human Resources Management 2017, 1 -52.

AMA Style

Neal Ashkanasy, Ashlea C. Troth, Sandra A. Lawrence, Peter J. Jordan, M. Ronald Buckley, Anthony R. Wheeler, Jonathon R. B. Halbesleben. Emotions and Emotional Regulation in HRM: A Multi-Level Perspective. Research in Personnel and Human Resources Management. 2017; ():1-52.

Chicago/Turabian Style

Neal Ashkanasy; Ashlea C. Troth; Sandra A. Lawrence; Peter J. Jordan; M. Ronald Buckley; Anthony R. Wheeler; Jonathon R. B. Halbesleben. 2017. "Emotions and Emotional Regulation in HRM: A Multi-Level Perspective." Research in Personnel and Human Resources Management , no. : 1-52.

Book chapter
Published: 13 July 2017 in Research on Emotion in Organizations
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Based on a model of employee personal gender self-categorization, we examine the relationships between prejudicial attitudes and experiences of aggression in a male-dominated workplace. Data collected from 603 employees in a male-dominated global workplace revealed that individuals who self-categorize as either males or females experience differential powerful emotions. Additionally, we found that the more anger experienced by employees who self-categorize either as males or females, the stronger their female prejudicial attitudes. In contrast, we found that contempt was negatively associated with female prejudicial attitudes; that is, the more contempt experienced by employees who self-categorize either as males or females, the weaker their female prejudicial attitudes.

ACS Style

Alberto R. Melgoza; Neal M. Ashkanasy; Oluremi B. Ayoko; Wilfred J. Zerbe; Charmine E. J. Härtel; Laura Petitta. Gender Self-Categorization, Emotions, and Experience of Aggression in a Male-Dominated Workforce. Research on Emotion in Organizations 2017, 175 -195.

AMA Style

Alberto R. Melgoza, Neal M. Ashkanasy, Oluremi B. Ayoko, Wilfred J. Zerbe, Charmine E. J. Härtel, Laura Petitta. Gender Self-Categorization, Emotions, and Experience of Aggression in a Male-Dominated Workforce. Research on Emotion in Organizations. 2017; ():175-195.

Chicago/Turabian Style

Alberto R. Melgoza; Neal M. Ashkanasy; Oluremi B. Ayoko; Wilfred J. Zerbe; Charmine E. J. Härtel; Laura Petitta. 2017. "Gender Self-Categorization, Emotions, and Experience of Aggression in a Male-Dominated Workforce." Research on Emotion in Organizations , no. : 175-195.

Review article
Published: 07 April 2017 in Nurse Education Today
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To investigate the current state of knowledge about emotional intelligence and affective events that arise during nursing students' clinical placement experiences. Narrative literature review. CINAHL, MEDLINE, PsycINFO, Scopus, Web of Science, ERIC and APAIS-Health databases published in English between 1990 and 2016. Data extraction from and constant comparative analysis of ten (10) research articles. We found four main themes: (1) emotional intelligence buffers stress; (2) emotional intelligence reduces anxiety associated with end of life care; (3) emotional intelligence promotes effective communication; and (4) emotional intelligence improves nursing performance. The articles we analysed adopted a variety of emotional intelligence models. Using the Ashkanasy and Daus “three-stream” taxonomy (Stream 1: ability models; 2: self-report; 3: mixed models), we found that Stream 2 self-report measures were the most popular followed by Stream 3 mixed model measures. None of the studies we surveyed used the Stream 1 approach. Findings nonetheless indicated that emotional intelligence was important in maintaining physical and psychological well-being. We concluded that developing emotional intelligence should be a useful adjunct to improve academic and clinical performance and to reduce the risk of emotional distress during clinical placement experiences. We call for more consistency in the use of emotional intelligence tests as a means to create an empirical evidence base in the field of nurse education.

ACS Style

Gillian M. Lewis; Christine Neville; Neal M. Ashkanasy. Emotional intelligence and affective events in nurse education: A narrative review. Nurse Education Today 2017, 53, 34 -40.

AMA Style

Gillian M. Lewis, Christine Neville, Neal M. Ashkanasy. Emotional intelligence and affective events in nurse education: A narrative review. Nurse Education Today. 2017; 53 ():34-40.

Chicago/Turabian Style

Gillian M. Lewis; Christine Neville; Neal M. Ashkanasy. 2017. "Emotional intelligence and affective events in nurse education: A narrative review." Nurse Education Today 53, no. : 34-40.

Journal article
Published: 01 April 2017 in Academy of Management Review
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Scholars have studied emotions and affect in organizational settings for over twenty years, providing numerous insights into understanding how organizations and the people who work in them behave. With such a rich accumulation of knowledge, the time seemed right to call for today's scholars of management to propose new and exciting theory. The eight articles in this Special Topic Forum address topics that cross multiple levels of analysis and include a range of different theories, explicating: how anger and fear can spark productivity, how employees respond to abusive supervision over time, how leader-member exchanges are shaped by affective events, the social functions of emotional complexity for leaders, team entrepreneurial passion, the effects of institutional beliefs on emotional displays, the nexus of affective climate and organizational effectiveness, and the role of gratitude in organizations. In this introduction, we briefly summarize the main points from each article, and discuss new research directions arising from the articles. To spur even deeper research into this important and still unfolding field of discovery, and stimulated by the articles in this STF, we conclude with additional thoughts and ideas on the role of emotions and affect in organizations.

ACS Style

Neal M. Ashkanasy; Ronald Humphrey; Quy Nguyen Huy. Integrating Emotions and Affect in Theories of Management. Academy of Management Review 2017, 42, 175 -189.

AMA Style

Neal M. Ashkanasy, Ronald Humphrey, Quy Nguyen Huy. Integrating Emotions and Affect in Theories of Management. Academy of Management Review. 2017; 42 (2):175-189.

Chicago/Turabian Style

Neal M. Ashkanasy; Ronald Humphrey; Quy Nguyen Huy. 2017. "Integrating Emotions and Affect in Theories of Management." Academy of Management Review 42, no. 2: 175-189.

Reference entry
Published: 29 March 2017 in Oxford Research Encyclopedia of Psychology
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Organizational behavior (OB) is a discipline that includes principles from psychology, sociology, and anthropology. Its focus is on understanding how people behave in organizational work environments. Broadly speaking, OB covers three main levels of analysis: micro (individuals), meso (groups), and macro (the organization). Topics at the micro level include managing the diverse workforce; effects of individual differences in attitudes; job satisfaction and engagement, including their implications for performance and management; personality, including the effects of different cultures; perception and its effects on decision-making; employee values; emotions, including emotional intelligence, emotional labor, and the effects of positive and negative affect on decision-making and creativity (including common biases and errors in decision-making); and motivation, including the effects of rewards and goal-setting and implications for management. Topics at the meso level of analysis include group decision-making; managing work teams for optimum performance (including maximizing team performance and communication); managing team conflict (including the effects of task and relationship conflict on team effectiveness); team climate and group emotional tone; power, organizational politics, and ethical decision-making; and leadership, including leadership development and leadership effectiveness. At the organizational level, topics include organizational design and its effect on organizational performance; affective events theory and the physical environment; organizational culture and climate; and organizational change.

ACS Style

Neal Ashkanasy; Alana D. Dorris. Organizational Behavior. Oxford Research Encyclopedia of Psychology 2017, 1 .

AMA Style

Neal Ashkanasy, Alana D. Dorris. Organizational Behavior. Oxford Research Encyclopedia of Psychology. 2017; ():1.

Chicago/Turabian Style

Neal Ashkanasy; Alana D. Dorris. 2017. "Organizational Behavior." Oxford Research Encyclopedia of Psychology , no. : 1.

Book chapter
Published: 17 March 2017 in The Wiley Blackwell Handbook of the Psychology of Team Working and Collaborative Processes
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This chapter begins with a review of research findings on affect and its effects at the level of individual creativity, and follows up by describing the research that has extended individual phenomena to the group level, including discussion of the dynamic nature of creativity in groups. It explores the relationship between positive and negative affective states and creativity at individual and group levels of analysis. The chapter discusses mean positive and negative group affective tone (GAT) in teams, as well as diversity of affect within teams. S. G. Barsade and A. P. Knight suggest that the detrimental effects of affective diversity may be explained in terms of a similarity-attraction perspective, in which people prefer to work with others who share similar attributes with themselves. Team members' affective dissimilarity may thus produce a sense of interpersonal strain or stress between team members, thereby hindering group functioning.

ACS Style

March L. To; Neal M. Ashkanasy; Cynthia D. Fisher. Affect and Creativity in Work Teams. The Wiley Blackwell Handbook of the Psychology of Team Working and Collaborative Processes 2017, 23, 441 -457.

AMA Style

March L. To, Neal M. Ashkanasy, Cynthia D. Fisher. Affect and Creativity in Work Teams. The Wiley Blackwell Handbook of the Psychology of Team Working and Collaborative Processes. 2017; 23 ():441-457.

Chicago/Turabian Style

March L. To; Neal M. Ashkanasy; Cynthia D. Fisher. 2017. "Affect and Creativity in Work Teams." The Wiley Blackwell Handbook of the Psychology of Team Working and Collaborative Processes 23, no. : 441-457.