Emotions in group

1. Emotions in group

EMOTIONS IN GROUP
Maria Bultseva
Anastasia Konik
Germogen Rodionov
Marina Vylegzhanina

2. TEAM MOOD

“bottom-up” definition
contagious positive emotions can lead to increased cooperation, less
conflict and better perceived performance in groups, while contagious
unpleasant emotions can lead to the reverse (Gibson, 2003);
the CEO and his management team share the same affective
personality they are more satisfied, have greater shared decisionmaking, less group conflict and are more productive as a team
(Barsade, Ward, Turner, Sonnenfeld , 2000).

3. TEAM MOOD

“top-down” definition
in a health care setting found that an emotional culture of
companionate love led not only to better outcomes for employees,
but to the patients they cared for, as well as the families of those
patients (Mclean & Elkind, 2003);
leader sets emotional culture, but should consider both processes.

4. Emotion regulation and leadership

EMOTION REGULATION
AND LEADERSHIP
ER refers to strategies used to control or manage the experience of emotions,
while focusing on their temporal nature in the process of regulating one’s emotions
(Gross & Thompson, 2006).
The leaders’ ability to manage their own and their followers’ emotions effectively
can contribute to increased leader effectiveness, a healthier organizational
climate, and positive organizational job outcomes (Haver, Akerjordet, 2013).
BUT
ER competencies differ across cultures and organizational contexts (Kafetsios,
2012; Liu, 2010).

5. EMOTION REGULATION: Strategies

E M O T I O N R E G U L AT I O N :
S T R AT E G I E S
Suppression: suppressors focus more on changing emotional
displays rather than changing true feelings (Grandey, Foo, Groth, &
Goodwin, 2012).
Reappraisal: it is more difficult to execute, because it requires a
high degree of consciousness and personal effort to change
emotionally charged situations (Grandey, 2000).

6. Excessive anger

EXCESSIVE ANGER
https://www.youtube.com/watch?v=DEgIH8RL3wgv
The Dual Threshold Model (Geddes & Callister, 2007) provides a
framework for understanding the phenomenon of workers whose anger
intensity is more severe.
1) The “Expression Threshold” refers to a minimal level of emotional
expression required for the worker’s anger to be recognized by others
in the workplace.
2) The “Impropriety Threshold” occurs when workers go beyond the
acceptable norm for anger expression in a specific workplace.

7. Excessive anger

EXCESSIVE ANGER
Men’s, compared to women’s, anger expressions are typically more
accepted as societal and corporate norms reinforce direct anger
expressions (and consequences) more readily for men than women
(Fitness, 2000).

8. Triggers for anger (MOURA, 2013)

TRIGGERS FOR ANGER
(MOURA, 2013)
Unfair treatment.
Perceived workplace incompetence.
Disregard by others.
Concern for the bottom line.

9. Expressions of anger (MOURA, 2013)

EXPRESSIONS OF ANGER
(MOURA, 2013)
Verbal attack.
Physical attack.
Anger-in.

10. Bad advice

BAD ADVICE
Forget your emotional intelligence and let your amygdala do the
talking.
Stick to your guns
See the glass half-empty.
Truly don’t care about people.
Don’t think too much—especially about your motives and feelings.

11. Good advice

GOOD ADVICE
Managerial activities:
• Leader’s control of emotional display
• Emotional intelligence
• Feedbacks and celebrations
• Monitoring and improving team climate
• Humor
Environment:
Lighting and colours
Air quality and odors
Temperature and humidity
Ergonomics

12. Any questions?

A N Y QU E S T I O N S ?

13.

Thank you for attention!

14. Sources

SOURCES
http://www.europeanbusinessreview.com/?p=576
https://hbr.org/2015/07/the-emotional-impulses-that-poisonhealthy-teams
http://www.slideshare.net/marcosampietro/mood-and-emotionsimpact-on-team-performance
http://jlo.sagepub.com/content/early/2013/04/04/15480518134
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