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#0 dbbase_sql->halt(Invalid SQL: select count(id) from pwn_comment where pid='122652' and iffb='1') called at [D:\wwwroot\s154\wwwroot\includes\db.inc.php:55] #1 dbbase_sql->query(select count(id) from {P}_comment where pid='122652' and iffb='1') called at [D:\wwwroot\s154\wwwroot\comment\module\CommentContent.php:65] #2 CommentContent() called at [D:\wwwroot\s154\wwwroot\includes\common.inc.php:524] #3 PrintPage() called at [D:\wwwroot\s154\wwwroot\comment\html\index.php:13] Database error: Invalid SQL: select * from pwn_comment where pid='122652' and iffb='1' order by id limit 0,10
MySQL Error: 1194 (Table 'pwn_comment' is marked as crashed and should be repaired)
#0 dbbase_sql->halt(Invalid SQL: select * from pwn_comment where pid='122652' and iffb='1' order by id limit 0,10) called at [D:\wwwroot\s154\wwwroot\includes\db.inc.php:55] #1 dbbase_sql->query(select * from {P}_comment where pid='122652' and iffb='1' order by id limit 0,10) called at [D:\wwwroot\s154\wwwroot\comment\module\CommentContent.php:167] #2 CommentContent() called at [D:\wwwroot\s154\wwwroot\includes\common.inc.php:524] #3 PrintPage() called at [D:\wwwroot\s154\wwwroot\comment\html\index.php:13] 网友点评--家居饰品商城|苏州大宗商品交易中心毛
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发布于:2017-11-16 19:13:09  访问:7 次 回复: 篇
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Nt.Leader expressions of anger and their perceived consequencesThe examination of
Although comparatively tiny research has examined conditions under which anger expressions can have constructive consequences, you will find some notable research exactly where leader anger expressions have led to positive consequences for the individual and/or the organization. By way of example, Tiedens (2001) found that individuals confer more fpsyg.2016.01503 status to people who express anger than people that expressed other `negative‘ emotions which include sadness. Similarly, diverging from Lewis‘s (2000) findings, Lindebaum and Fielden (2011) found that anger expressions in the construction industry had been linked to perceived leader effectiveness. Moreover, Van Kleef and colleagues (2009) demonstrated that right after a leader displayed anger, followers created a deeper want to know the predicament that precipitated the leader‘s anger to be able to boost the follower‘s overall performance. Inside a similar vein, research within the realm of negotiation show that expressions of anger generally aided in extracting concessions from negotiation counterparts, the exception being when anger expressions were perceived as inappropriate by the counterpart owing to a violation of an explicit show rule (Van Kleef and C ? 2007). Similarly, when the counterpart had a highly effective position, expressions of anger backfired by evoking competitive and retaliatory responses. Additional to this, a recent empirical study shows that expressed anger predicts perceived PD173074 site improvement with problematic situations at work, while suppressed anger induced perceptions that the situation at operate had deteriorated (Stickney and Geddes, 2014). Clearly, the literature presents contradictions regarding anger‘s ability to elicit optimistic and negative outcomes, with findings being varied and, as a result, heavily dependent upon the context and the distinctive situation. To create better sense of those contradictions, jir.2014.0227 we created this study examining anger expressions in the military. As mentioned earlier, we draw upon a combination from the DTM (Geddes and Callister, 2007) and Van Kleef‘s EASI model (2014) to help interpret our data. Particularly, we employ these theoretical frameworks to assess the perceived appropriateness of.Nt.Leader expressions of anger and their perceived consequencesThe examination of anger in leadership studies has commonly supported the symmetrical assumption of a link among anger and adverse outcomes. One example is, Lewis (2000) notes that leader anger expressions are likely to minimize observer perceptions of leader effectiveness. Similarly, Madera and Smith (2009) discovered that particularly in times of crisis, leaders displaying anger had been evaluated less favorably than these expressing sadness in responseHuman Relations 69(2)to a failed item. Goleman (1998) also suggests that anger expressed by leaders is related to leader ineffectiveness, since it signifies a lack of emotional control. Maybe as a result of this common perception, it has been reported that staff (including leaders) are inclined to hide or suppress feelings of anger owing to a concern for keeping professionalism, also as a fear of sanctions if the anger expression is perceived as violating show norms (Geddes and Stickney, 2011; Kramer and Hess, 2002; Stickney and Geddes, 2004). General, these findings represent a symmetrical assumption between leader anger as a negatively valenced emotion, and unfavorable consequences as perceived by other individuals, even though `organizational life does not represent such a neat juxtaposition‘ (Lindebaum and Jordan, 2012: 1027). While comparatively tiny study has examined situations under which anger expressions can have good consequences, there are actually some notable studies exactly where leader anger expressions have led to positive consequences for the person and/or the organization.
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