Hector Madrid

Hector Madrid
Universidad Adolfo Ibáñez · School of Business

PhD, Work and Organizational Psychology

About

29
Publications
24,200
Reads
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462
Citations
Introduction
Associate Profesor of Organizational Behavior at the Business School, Universidad Adolfo Ibañez, Chile Doctor in Work and Organizational Psychology from The University of Sheffield, Institute of Work Psychology, United Kingdom and Bachelor in Psychology from Pontificia Universidad Católica de Chile. My research is about the affective experience at work in relation to creativity and innovation in organizations.
Additional affiliations
November 2013 - December 2014
Pontificia Universidad Católica de Chile
Position
  • Professor (Assistant)

Publications

Publications (29)
Article
Full-text available
Affective presence is a novel personality construct that describes the tendency of individuals to make their interaction partners feel similarly positive or negative. We adopt this construct, together with the Input-Process-Output model of teamwork, to understand how team leaders influence team interaction and innovation performance. In two multiso...
Article
Full-text available
Affective presence is a novel, emotion-related personality trait, supported in experimental studies, concerning the extent to which a person makes his or her interaction partners feel the same way (Eisenkraft & Elfenbein, 2010). Applying this concept to an applied teamwork context, we proposed that team-leader-affective presence would influence tea...
Article
Full-text available
Leader affective presence is the tendency of leaders to elicit feelings that are consistent among other individuals, and has been supported as a relevant personality trait for understanding teamwork. Drawing on a model that integrates personality and emotion regulation, this study aimed to expand research on affective presence by proposing team mem...
Article
Full-text available
Interpersonal emotion regulation is an important psychological function in social behaviour. However, this construct has still been scantly explored in work psychology and organizational settings, meaning that the effects of interpersonal emotion regulation on core aspects of work performance are as yet unknown. Thus, our article seeks to provide i...
Article
Full-text available
Affective Presence refers to the consistent and stable feelings that an individual tends to leave in their interaction partners. Expanding previous research on the application of affective presence to individuals in the role of leaders in teams, in this study, I examine whether leaders’ feedback behavior is related to the emergence of their affecti...
Article
Full-text available
The influence of positive affect on creativity at work is well established in the organizational psychology literature, but evidence about whether creativity predicts positive affect still remains ambiguous, with some studies showing a positive but others a null effect. We address these issues arguing that novel idea implementation, but not idea ge...
Article
Recent research has shown that leader interpersonal emotion regulation is a relevant process for fostering desirable work outcomes. Expanding knowledge on this stream of research, here we argue that to have a complete view of the influence of leader interpersonal emotion regulation, the motives underlying the regulation behavior, namely, egocentric...
Article
Meeting lateness—that is, meetings starting past the pre-scheduled time—can be viewed as a disruption to the temporal pacing of work. Previous research in the United States indicates that late meetings produce less optimal outcomes, but empirical insights concerning the extent to which experiences of meeting lateness are similar or different across...
Article
Full-text available
Mind-wandering is a psychological process involving the emergence of spontaneous thoughts in daily life. Research has shown that mind-wandering influences diverse psychological outcomes; however, less is known about possible individual differences that may drive mind-wandering. In this study, we argue that personality traits, expressed in neurotici...
Article
Full-text available
The psychological work environment is composed of both stressful and motivational work conditions at different levels of analysis. However, most relevant theory and research lack an integrative conceptualization and appropriate instrumentation to account for this work context structure. These limitations are particularly present in non-mainstream p...
Article
Full-text available
Job satisfaction is a core variable in the study and practice of organizational psychology because of its implications for desirable work outcomes. Knowledge of its antecedents is abundant and informative, but there are still psychological processes underlying job satisfaction that have not received complete attention. This is the case of employee...
Article
Full-text available
Promotive voice is an essential behavior in today’s organizations to facilitate improvements and make constructive changes in the way that work is conducted. Expanding previous research on the individual drivers of voice behavior in organizations, and drawing on theory about emotion regulation, I propose that speaking out with ideas at work is a fu...
Article
Full-text available
Much has been written about the liabilities of mind wandering in the workplace. Given its prevalence, however, mind wandering may carry underappreciated benefits—especially with respect to creativity. Examining this possibility, we hypothesize that mind wandering involving imaginative thoughts, also known as “daydreams,” has the potential to spur c...
Article
Full-text available
Interpersonal emotion regulation (IER) refers to the actions of influencing other people’s feelings. We apply this construct to the context of leadership to determine whether leader IER may explain followers’ performance. Drawing on emotions-as-social-information theory, we argue that leader strategies to improve or worsen followers’ feelings would...
Article
Full-text available
Job resources are essential for superior performance. Focusing on innovation, we examine how and for whom the job resource of time control is related to the implementation of novel ideas in the workplace. Drawing on the job demands‐resources model and affect‐as‐information theory, we propose that positive affect explains how the association of time...
Article
Full-text available
Purpose: Psychological capital is a set of personal resources comprised by hope, efficacy, optimism, and resilience, which previous research has supported as being valuable for general work performance. However, in today's organizations a multidimensional approach is required to understanding work performance, thus, we aimed to determine whether ps...
Article
Employees can help to improve organizational performance by sharing ideas, suggestions, or concerns about practices, but sometimes they keep silent because of the experience of negative affect. Drawing and expanding on this stream of research, this article builds a theoretical rationale based on core affect and cognitive appraisal theories to descr...
Article
Emotions are central to the leadership process. According to Humphrey (2002), emotions are pertinent to leadership in four main ways: (i) there are certain emotion-related traits necessary for effective leadership; (ii) managing emotions is an important behavior in the leadership process; (iii) leaders’ emotional displays influence followers’ perce...
Article
Full-text available
Affective states have become a central topic of interest in research on organizational behavior. Recently, scholars have been paying more detailed attention to the proposals of the Valence and Arousal Circumplex Model (Russell, 1980) in order to gain a finer grained understanding of job-related affect. However, the limited availability of well-v...
Article
Full-text available
This article proposed and tested a multilevel and interactional model of individual innovation in which weekly moods represent a core construct between context, personality, and innovative work behavior. Adopting the circumplex model of affect, innovative work behavior is proposed as resulting from weekly positive and high-activated mood. Furthermo...
Thesis
Full-text available
This thesis aims to theorise and examine whether moods stimulate innovative work behaviour. The latter comprises a construct denoting the generation, promotion and realisation of novel ideas, oriented to benefiting the effectiveness and well-being of an organisation. Over time, organisational behaviour scholars have described individual and context...

Questions

Question (1)
Question
Today, there is a wide agreement that affect, such as emotions and moods, is a very valuable psychological process to understand cognition and behaviour at work. Discrete emotions are intense and short-lived affective reactions (seconds, minutes) toward an specific object (e.g. fear to be fired or happy for being rewarded). Mood, in turn, are mild and long-lasting (unfolding over days and weeks) without an explicit object (e.g. feeling enthusiastic or anxious). Moods have a causal object, but people are often unaware about it. Drawing on this, should discrete emotions or moods be a more relevant concern for organizational behavior practitioners?

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