It’s good to be angry’

Enacting anger in construction project management to achieve perceived leader effectiveness

Dados Bibliográficos

ID9890331
AutoresDirk Lindebaum (0000-0002-5155-4359, University of Liverpool, autor correspondente), Sandra L Fielden (University of Manchester, autor correspondente), Sandra Fielden (University of Manchester)
Ano2011
Volume64
Fascículo3
Páginas437-458
Data de publicação2011-03-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoHuman Relations (JOURNAL)
Identificadores do periódicoISSN: 0018-7267 • E-ISSN: 1741-282X
EditoraSAGE Publications (PUBLISHER • US)
DOI10.1177/0018726710381149
OpenAlexW2104724941
IdiomaEN
Citações recebidas24
Referências citadas61

There is considerable evidence to suggest how positive and negative leader emotions influence a variety of positive and negative follower outcomes. However, little empirical evidence exists to suggest under what circumstances the enactment of negative emotions can yield desirable outcomes for individuals operating in a given organizational context. Drawing upon a series of semi-structured interviews with construction project managers ( n = 19) from the UK, this study offers valuable insights into how anger is frequently enacted to help individuals ensure the progress of the project, be it in negotiations with other parties or affairs on site with operatives

Anger · Context (archaeology · Empirical evidence · Empirical research · Negotiation · Political science · Public relations · Sociology · Variety (cybernetics · Computer Science · Construction Project Management and Performance · Emotional Intelligence and Performance · Management and Organizational Studies · Psychology · Social Psychology