Building upon the psychological literature on responses to potentially traumatic events (e.g., Bonanno, 2004; Tugade & Fredrickson, 2004), this chapter explores the potential impact of managers' affective expressions during tumultuous times at work. We propose that managerial displays of positive emotions that are also socially appropriate and authentically experienced will enhance employee and team change-related outcomes. We also explain why emotional suppression on the part of managers may be detrimental to healthy employee responses to change. Finally, we discuss theoretical and practical implications of this model.
Wells, Rachael E., and Joel Brockner. "Managers' affective expressions as determinants of employee responses to change." In Affect and groups. Vol. 10 of Research on managing groups and teams, 249-273. Ed. Elizabeth A. Mannix, Margaret A. Neale, and Cameron P. Anderson. Oxford: Elsevier, 2007.
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