SECTION I: GOVERNANCE AT THE MICRO-LEVEL: HOW SUPERVISORS TREAT THEIR SUBORDINATES
Ashley O’Donoghue, Edel Conway and Janine Bosak
CHAPTER 2 THE ROLE OF ATTACHMENT AND LEADER CAREGIVING IN FOLLOWERS’ NEGATIVE AFFECTIVE EXPERIENCES
Annilee M. Game, Michael A. West and Geoff Thomas
Thomas Lechat and Olivier Torrès
Cynthia Kivland and James P. Liautaud
CHAPTER 5 SUPERVISOR EMPATHY MODERATES THE NEGATIVE EFFECTS OF CUSTOMER INJUSTICE
Erin M. Richard, Christa P. Bupp and Raad G. Alzaidalsharief
SECTION II: GOVERNANCE AT THE MACRO-LEVEL: CHANGE AND SUSTAINABILITY
CHAPTER 6 THE INBOARD EMOTIONAL CONTAGION MODEL
Christophe Haag and Isaac Getz
Gerald F. Burch, Andrew A. Bennett, Ronald H. Humphrey, John H. Batchelor and Athena H. Cairo
CHAPTER 8 EMOTIONAL THRESHOLDS AND CHANGE AGENT SUCCESS IN CORPORATE SUSTAINABILITY
Jessica M. Blomfield, Ashlea C. Troth and Peter J. Jordan
CHAPTER 9 SOCIAL DESIRABILITY AND CYNICISM: BRIDGING THE ATTITUDE-BEHAVIOR GAP IN CSR SURVEYS
Henri Kuokkanen and William Sun
Pamala J. Dillon and Charles C. Manz
SECTION III: WHEN GOVERNANCE GOES WRONG: FEAR AND BULLYING AT WORK
Laura Upenieks and William Magee
CHAPTER 12 AN INITIAL FRAMEWORK FOR THE ROLE OF LEADER FEAR IN THE KNOWING-DOING GAP OF LEADERSHIP
Amal Ahmadi, Bernd Vogel and Claire Collins
Marissa S. Edwards, Sandra A. Lawrence and Neal M. Ashkanasy
Riitta Hekkala and Mari-Klara Stein
CHAPTER 15 ORGANIZATIONAL GOVERNANCE: A PROMISING SOLUTION FOR VARIETIES OF WORKPLACE BULLYING
Premilla D’Cruz and Ernesto Noronha