Managerial emotionality in Chinese factories

Kathleen Krone, Ling Chen, Diane Kay Sloan, Linda M. Gallant

Research output: Contribution to journalArticle

13 Citations (Scopus)

Abstract

Managerial emotion may be experienced and handled differently when reason and emotion are understood to be continuously (e.g., Eastern cultures) rather than dichotomously (e.g., Western cultures) related. Using a social constructionist perspective, this study investigated emotionality among directors from 48 different factories in the People's Republic of China. Social, moral, and material/economic situations were identified as sources of pleasant and unpleasant managerial emotional experience. Thought-feeling continuities were identified in how the managers described their emotional experiences. Both pleasant and unpleasant emotions were experienced very intensely and were managed in ways that both conformed to and departed from cultural ideals. Managerial emotions appeared to be best handled by thinking through them rather than by venting or suppressing them.

Original languageEnglish (US)
Pages (from-to)6-50
Number of pages45
JournalManagement Communication Quarterly
Volume11
Issue number1
DOIs
StatePublished - Dec 1 1997

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emotionality
factory
Industrial plants
Managers
emotion
Economics
economic situation
director
experience
continuity
manager
China
Factory
Emotion

ASJC Scopus subject areas

  • Communication
  • Strategy and Management

Cite this

Managerial emotionality in Chinese factories. / Krone, Kathleen; Chen, Ling; Sloan, Diane Kay; Gallant, Linda M.

In: Management Communication Quarterly, Vol. 11, No. 1, 01.12.1997, p. 6-50.

Research output: Contribution to journalArticle

Krone, K, Chen, L, Sloan, DK & Gallant, LM 1997, 'Managerial emotionality in Chinese factories', Management Communication Quarterly, vol. 11, no. 1, pp. 6-50. https://doi.org/10.1177/0893318997111002
Krone, Kathleen ; Chen, Ling ; Sloan, Diane Kay ; Gallant, Linda M. / Managerial emotionality in Chinese factories. In: Management Communication Quarterly. 1997 ; Vol. 11, No. 1. pp. 6-50.
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