Apologies for cross-posting.
Dear colleagues
I hope this email finds you well. I am pleased to forward you the following Call for Papers for a Special Issue of the Journal of Organizational Behavior. The submission deadline is November 30, 2019.
Special Issue: Call for Papers
Affect in Organizational Interpersonal Exchange Processes
Guest Editors: Herman H. M Tse (Monash University); Ashlea C. Troth (Griffith University); Neal M. Ashkanasy (University of Queensland); Robert C. Liden (University of Illinois at Chicago)
Background and Rationale for the Special Issue
Organizational Behavior (OB) scholars have long acknowledged that affect is of central importance in interpersonal exchange processes (Dienesch & Liden, 1986). More specifically, scholars now recognize that affective phenomena (e.g., discrete emotions, mood, emotional intelligence etc.) are integral to social exchange and role making processes among supervisors, subordinates, and coworkers (Ashkanasy & Tse, 2000; Fisher & Ashkanasy, 2002). Nonetheless, while scholarly interest in this research domain has grown considerably since the turn of the Millennium, researchers (e.g., Tse & Ashkanasy, 2015; Tse, Troth & Ashkanasy, 2015; Tse, Troth, Ashkanasy & Collins, 2018) have suggested scope exists for further development of existing theoretical frameworks and methodologies of both affective and interpersonal exchange processes.
In this special issue, we seek to advance the theoretical and practical significance of the role of affect in interpersonal exchange processes at work by studying when, why, and how different forms of affect (i.e., discrete emotions, positive affect, negative affect, emotional regulation, emotional labor, emotional intelligence, affective tone and emotional climate) emerge and shape different forms of interpersonal exchange processes (such as leader-member exchange (LMX), relative LMX, LMX congruence, LMX differentiation, LMX social comparison and also team-member exchange (TMX) and TMX differentiation) among supervisors, subordinates and coworkers across different timespans and levels of analysis.
Objectives of the Special Issue
Our central goal in this special issue is to motivate OB scholars to resolve important research questions that take into account one or more of five fundamental issues, viz.:
- Theoretical and practical importance of the dynamic role of affect in interpersonal exchange processes,
- The challenges of extending the intertwined nature of affect-related constructs and different forms of interpersonal relationships to multilevel conceptualization,
- Confusion that exists around the inappropriate conceptualization, measurement (e.g., collecting data from both parties in each dyad - supervisor and subordinate or subordinate and coworker) and analysis used across different levels of analysis,
- The nature of the psychological processes and boundary conditions that can further our understanding of the phenomenon across different levels of analysis,
- Dynamic temporal variability in interpersonal exchange processes.
To this end, we aim to gather a collection of original work that increases our understanding about the role of affect in interpersonal exchanges processes at work. Such work can be submitted in different formats such as review, conceptual and empirical papers (i.e., quantitative, qualitative, or mixed method approaches) drawing on different theoretical lenses, methodological techniques (e.g., experiment, survey, interview, case study, experience sampling methodology, diary method or social network methodology) and multilevel frameworks. As suggested by Tse et al. (2018)'s review article, the existing research on affect and LMX can be organized using a multilevel perspective. The potential research questions for this special issue below, therefore, can be addressed at each of the five levels and a combination of any of these levels, respectively.
Level 1: Within-Person
Which specific momentary positive affective states (e.g., excitement, pride, content, and enthusiasm) or negative affective states (e.g., upset, worry, fear and disappointment) play a role in daily LMX and TMX development across time? Does high-arousal positive or negative affect influence daily LMX and TMX relationships more than low-arousal positive or negative affect across time (Tse, et al., 2015)?
Level 2: Individual Differences
How does emotional labor affect the stages of LMX development and TMX formation? How do emotional intelligence and emotional labor interact to predict LMX and TMX development (Tse & Dasborough 2008; Tse & Troth, 2013)?
Level 3: Interpersonal Processes
What factors (e.g., leader's affect) interact with the subordinate's role to affect the focal person's ratings of LMX/TMX? Do the supervisor-subordinate dyad member's personal characteristics (e.g., positive/negative affectivity) influence his/her perception of LMX/TMX, and the other member's perception of the same LMX/TMX (Tse, Lam, Lawrence, & Xu, 2013)?
Level 4: Teams
How do social exchange processes shape shared perceptions or collective cognitions of affective activities and their relationships within the workgroup? How does team-level emotional intelligence interact with LMX/TMX differentiation to influence LMX/TMX development (Tse, Dasborough & Ashkanasy, 2008)?
Level 5: Organization
How do social exchange processes and networks shape organizational affective climate? How do organizational emotional display rules influence LMX/TMX networks (Tse et al., 2018)?
Multilevel Level
Finally, we recognize that many processes cross level boundaries. In this instance, questions that might arise are: How do organizational-level factors, such as affective climate or emotional display rules, influence team-level LMX/TMX and subsequent performance outcomes? To what degree, and in what ways, do teams affectively respond (e.g., emotional tone; affective commitment) to organizational change imposed from above and what is the role of team-level LMX/TMX (Tse, Ashkanasy, & Dasborough, 2012; Tse et al., 2015)?
Please refer to Tse et al (2018)'s review article for more information regarding the potential research questions that can be addressed and studied for this special issue. Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework
Submission Instructions
This call is open and competitive, and all submitted papers will be subject to double-blind review. Submitted papers must be based on original material not under consideration by any other journal. For empirical papers based on data sets from which multiple papers have been generated, the editors must be provided with copies of all other papers based on the same data. The editors will select a number of papers to be included in the special issue, but other papers submitted in this process may be recommended for submission in other issues of the journal.
The deadline for submissions is November 30th, 2019. The special issue is intended for publication in 2021. The guest editors will organize a symposium/paper development workshop in the annual meeting of the Academy of Management conference in August, 2019. The call for submission to this workshop will be posted in April, 2019. Papers to be considered for this special issue should be submitted online via http://mc.manuscript.central.com/job (selecting 'Special Issue Paper' as the manuscript type). Please direct questions about the submission process, or any administrative matter, to the Managing Editor at JOBedoffice@wiley.com. The editors of the special issue are very happy to discuss initial ideas for papers, and can be contacted directly at: Herman H. M Tse (herman.tse@monash.edu), Ashlea C. Troth (a.troth@griffith.edu.au), Neal M. Ashkanasy (n.ashkanasy@uq.edu.au), or Robert C. Liden (bobliden@uic.edu).
Indicative References
Ashkanasy, N. M. (2003). Emotions in organizations: A multilevel perspective. In F. Dansereau and F. J. Yammarino (Eds.), Research in multi-level issues (vol. 2, pp. 9-54). Oxford, UK: Elsevier Science.
Ashkanasy, N. M., & Dorris, A. D. (2017). Emotion in the workplace. Annual Review of Organizational Psychology and Organizational Behavior, 4, 67-90.
Ashkanasy, N. M., & Tse, B. (2000). Transformational leadership as management of emotion: A conceptual review. In N. M. Ashkanasy, C. E. J. Härtel, & W. J. Zerbe (Eds.), Emotions in the workplace: Theory, research and practice (pp. 221-235). Westport, CT: Quorum Books.
Connelly, S., & Gooty, J. (2015). Leading with emotion: An overview of the Special Issue on Leadership and Emotions. Leadership Quarterly, 26, 485-488.
Cropanzano, R., Dasborough, M.T., & Weiss, H. (2017). Affective events and the development of <g class="gr_ gr_194 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar only-ins replaceWithoutSep" id="194" data-gr-id="194">leader-member</g> exchange. Academy of Management Review, 42 (2), 1-26
Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11, 618-634.
Fisher, C. D., & Ashkanasy, N. M. (2000). The emerging role of emotions in work life: An introduction. Journal of Organizational Behavior, 21, 123-129.
Fisher, C. D., & To, M. L. (2012). Using experience sampling methodology in organizational behavior. Journal of Organizational Behavior, 33, 865-877.
Gooty, J., Serban, A., Thomas, J. S., Gavin, M. B., & Yammarino, F. J. (2012). Use and misuse of levels of analysis in leadership research: An illustrative review of leader–member exchange. The Leadership Quarterly, 23, 1080-1103.
Gooty, J., & Yammarino, F. J. (2011). Dyads in organizational research: Conceptual issues and multilevel analyses. Organizational Research Methods, 14, 456-483.
Krasikova, D. V., & LeBreton, J. M. (2012). Just the two of us: Misalignment of theory and methods in examining dyadic phenomena. Journal of Applied Psychology, 97, 739-757.
Lawler, E. J. (2001). An affect theory of social exchange. American Journal of Sociology, 107, 321-352.
Liden, R.C., Anand, S., & Vidyarthi, P. (2016). Dyadic relationships. Annual Review of Organizational Psychology and Organizational Behavior, 3, 139-166.
Liden, R.C., Erdogan, B., Wayne, S.J., & Sparrowe, R.T. (2006). Leader-member exchange, differentiation, and task interdependence: Implications for individual and group performance. Journal of Organizational Behavior, 27, 723-746.
Little, L. M., Gooty, J., & Williams, M. (2016). The role of leader emotion management in <g class="gr_ gr_196 gr-alert gr_gramm gr_inline_cards gr_run_anim Grammar only-ins doubleReplace replaceWithoutSep" id="196" data-gr-id="196">leader</g>–member exchange and follower outcomes. The Leadership Quarterly, 27, 85-97.
Troth, A. C., Lawrence, S. A., Jordan, P. J., & Ashkanasy, N. M. (2018). Interpersonal emotion regulation in the workplace: A conceptual and operational review and future research agenda. International Journal of Management Reviews, 20, 523-543.
Tse, H. M., & Ashkanasy, N. M. (2008). The role of <g class="gr_ gr_201 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling multiReplace" id="201" data-gr-id="201">affect</g> in vertical and lateral exchange work relationships in teams. In N. M. Ashkanasy, & C. L. Cooper (Eds.), Research companion to emotions in organizations (pp. 499–512). Cheltenham, UK: Edwin Elgar.
Tse, H. H. M., Ashkanasy, N. M., & Dasborough, M. T. (2012). Relative leader-member exchange, negative affectivity <g class="gr_ gr_199 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="199" data-gr-id="199">and</g> social identification: A moderated-mediation examination. The Leadership Quarterly, 23, 354-366.
Tse, H. H. M., & Dasborough, M. T. (2008). A study of exchange and emotions in team member relationships. Group & Organization Management, 33, 194-215.
Tse, H. H. M., Dasborough, M. T., & Ashkanasy, N. M. (2008). A multi-level analysis of team climate and interpersonal exchange relationships at work. The Leadership Quarterly, 19, 195-211.
Tse, H. H. M., Lam, C. K., Lawrence, S. A., & Huang, X. (2013). When my supervisor dislikes you more than me: The effect of dissimilarity in leader-member exchange on coworkers' interpersonal emotion and perceived help. Journal of Applied Psychology, 98, 974-988.
Tse, H. H., & Troth, A. C. (2013). Perceptions and emotional experiences in differential supervisor-subordinate relationships. Leadership & Organization Development Journal, 34, 271-283.
Tse, H. H. M., & Ashkanasy, N. M. (2015). The dyadic level of conceptualization and analysis: A missing link in multilevel OB research? Journal of Organizational Behavior, 36, 1176-1180.
Tse, H. H. M., Troth, A. C., & Ashkanasy, N. M. (2015). Leader–member exchange and emotion in organizations. In T. N. Bauer & B. Erdogan (Eds.), The Oxford handbook of <g class="gr_ gr_200 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del multiReplace" id="200" data-gr-id="200">leader–member</g> exchange. Oxford, England: Oxford University Press.
Tse, H. H. M., Troth, A.C., Ashkanasy, N. M., & <g class="gr_ gr_192 gr-alert gr_spell gr_inline_cards gr_run_anim ContextualSpelling ins-del" id="192" data-gr-id="192">Colins</g>, A. T. (2018). Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework. The Leadership Quarterly, 29, 135-149.
Weiss, H., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes, and consequences of affective experiences at work. Research in Organizational Behavior, 18, 1-74.
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Herman Tse
Associate Professor in Leadership
Director of the Early Career Researchers (ECR) Network
Department of Management
Monash Business School
Monash University
Room: 6.31 Level 6, Building N, Caulfield Campus
900 Dandenong Road
Caulfield East, VIC 3145
Australia
T: +61 3 9903 2057
E:
Herman.Tse@monash.eduW: Personal Website
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