Show simple item record

dc.contributor.authorTroth, Ashlea C
dc.contributor.authorLawrence, Sandra A
dc.contributor.authorJordan, Peter J
dc.contributor.authorAshkanasy, Neal M
dc.date.accessioned2017-08-29T01:59:09Z
dc.date.available2017-08-29T01:59:09Z
dc.date.issued2018
dc.identifier.issn1460-8545
dc.identifier.doi10.1111/ijmr.12144
dc.identifier.urihttp://hdl.handle.net/10072/345146
dc.description.abstractEmployees need to regulate their own emotions as well as the emotions of others to enhance the quality of interactions with their colleagues. How well this is achieved has important outcomes for both employees and the organizations in which they work. In the field of organizational science, however, differing approaches have emerged regarding the conceptualization and operationalization of emotion regulation (ER) particularly in terms of interpersonal interactions. The present review examines contemporary theoretical perspectives of ER and its measurement with a view to resolving the confusion that currently exists around interpersonal ER in a workplace context. To understand how this field of research has developed so diversely, the authors begin by demonstrating the influence of three major individual-level ER models on interpersonal-level approaches: (1) the ER process model; (2) emotional labor; and (3) emotional intelligence. Moreover, to make sense of the range of interpersonal-level research underpinned by these theories, the authors present a 2×2 categorization, developed by Zaki and Williams (2013), which shows how workplace researchers have variously approached interpersonal ER as an intrinsic vs. extrinsic process, with activation of either response-dependent or response-independent categories. This categorization broadly shows interpersonal ER theory used in work contexts tends to fall into four groupings as: (1) a purely extrinsic process; (2) a differentiation of extrinsic interpersonal from intrinsic individual ER; (3) co-occurring intrinsic and extrinsic interpersonal ER; or (4) interpersonal coregulation. This paper also discusses the measurement of interpersonal ER and concludes by highlighting emerging research directions.
dc.description.peerreviewedYes
dc.languageEnglish
dc.publisherWiley-Blackwell Publishing
dc.relation.ispartofpagefrom1
dc.relation.ispartofpageto21
dc.relation.ispartofjournalInternational Journal of Management Reviews
dc.subject.fieldofresearchBusiness and Management not elsewhere classified
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchcode150399
dc.subject.fieldofresearchcode1503
dc.titleInterpersonal Emotion Regulation in the Workplace: A Conceptual and Operational Review and Future Research Agenda
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
dc.description.versionPost-print
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resources
gro.description.notepublicThis publication has been entered into Griffith Research Online as an Advanced Online Version.
gro.rights.copyright© 2017 John Wiley & Sons Ltd and the British Academy of Management. This is the peer reviewed version of the following article: Interpersonal Emotion Regulation in the Workplace: A Conceptual and Operational Review and Future Research Agenda, International Journal of Management Reviews, 2017 which has been published in final form at 10.1111/ijmr.12144. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving (http://olabout.wiley.com/WileyCDA/Section/id-820227.html#terms)
gro.hasfulltextFull Text
gro.griffith.authorJordan, Peter J.
gro.griffith.authorTroth, Ashlea C.
gro.griffith.authorLawrence, Sandra A.


Files in this item

This item appears in the following Collection(s)

  • Journal articles
    Contains articles published by Griffith authors in scholarly journals.

Show simple item record