Browsing by Subject "anger expressions"
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Item Keeping Quiet: Factors that Hinder Anger Expression at Work(International Association of Conflict Management 24th Annual Conference Proceedings, 2011-07) Stickney, Lisa T.; Geddes, DeannaMore research is emerging that finds workplace anger expression (versus suppression) is more likely to promote positive individual and organizational outcomes. However, many angry employees at work choose to remain silent rather than express their anger. What factors contribute most to this decision? Using content and factor analysis, we identify three key categories of factors that hinder anger expression at work, most to least frequent, respectively: professional courtesy, fear of repercussions, and organizational norms. We argue that rather than self-focused concerns of retaliation or sanctioning, most people fail to speak up when angry because of perceptions that “professionals” do not express anger, or the concern that anger expression shows a lack of respect for fellow organizational members. Although this is admirable in its other-oriented (versus self-centered) focus, there is a false assumption that keeping one’s anger and concerns hidden about a problematic workplace situation is helpful for the organization. Management can play a key role in changing social norms to allow for honest and helpful expressions of anger by employees without fear of appearing unprofessional or receiving organizational sanctions.Item Positive, Proactive, and Committed: The Surprising Connection Between Good Citizens and Expressed (vs. Suppressed) Anger at Work(Negotiation and Conflict Management Research, 2014-11) Stickney, Lisa T.; Geddes, DeannaIn two studies, we examine the relationship of positive and negative trait affectivity (PA/NA), organizational commitment, and emotional exhaustion with organizational member anger. Utilizing the dual threshold model (DTM) constructs of expressed and suppressed anger (Geddes & Callister 2007), we find employees with high organizational commitment express anger to relevant others, i.e., management or those responsible for the anger-provoking situation. In contrast, emotionally exhausted employees and those with high NA tend to suppress their anger, venting only to uninvolved parties or remaining silent. Findings also indicate a positive relationship with PA and anger expression—a connection rarely considered or examined in anger research. Further, expressed anger ultimately was predictive of perceived improvement with problematic situations, while suppressed anger forms led to perceptions that the situation at work deteriorated.