Affect & Emotion Flashcards
Ashkanasay & Humphrey (2011)
Current Emotion Research
5 levels framework
1- Within person (AET)
-Empirical support but needs real-time measures (i.e., exp. sampling method)
2-Between person (trait affect and emotional intelligence)
-inconsistent results on whether EI leads to perf
3-Interpersonal (Emotional Labor)
-surface vs. deep acting
4-Groups & Teams (Leadership)
-leaders influence through emotional contagion
5-Org Wide (Emotional Climate/Culture)
Weiss & Cropanzano (1996); Weiss 2013
Affective Events Theory - an organizing framework for studying moods and emotions at work
Distinguishes between emotions and moods (variable states with definable beginnings and endings) and work attitudes like satisfaction (evaluative judgments that are not experiential or statelike)
Events are proximal causes of affective states (as opposed to the predominant focus at the time on work features (i.e., pay, supervisors, etc.)
Affect driven behaviors & judgment driven behaviors
Traits (PA/NA) predispose your response to pos./neg. events
Distinguish moods from emotions by being less intense, longer duration, and lack specificity with regard to target
Primary & Secondary Appraisal
Experience event, good/bad?, important yes/no?
Brief & Weiss (2002)
Review
Affect research peaked in 1930s and was revitalized in the 1990s
tendency to see job sastisfaction as an emotion
little is known about physical properties of work (i.e., lighting, temperature) and mood
Consequences: positive mod enhances creativity (Isen, 1999)…also seen that creativity can lead to more unethical behavior (i.e., Gino matrices)
Future research: PANAS, emotional contagion
Fredrickson & Losada (2005)
Flourishing
ration above 2.9 characterizes those who are flourishing well-being wise
ratio of pleasant feelings to unpleasant ones over time: evidence suggest that high ratios of positive to negative affect would distinguish individuals who flourish
Outcomes of flourishing
(a) broader behavioral repertoires, (b) greater flexibility and resilience to adversity, (c) more social resources, and (d) optimal functioning (physiologically and socially)
Lawler 2001
Affect Theory…experiencing positive/negative events repeatedly has implications for the attributions one makes about a group/organization and the ties that develop
Elfenbein (2013)
Theory of Emotions - Review
Emotions are adaptive responses to the demands of the environment
No ONE predominant theory, but empirically, evidence suggests a sequential response:
- Event/Stimulus
- APPRAISAL- of meaning for the self
- FEELING- (circumplex models with pos/neg high/low; basic emotion models anger, fear, etc.; reg focus motivation to seek pos/avoid neg outcomes; affective diversity (similarity in emot. experiences among colleagues)
- EXPRESSION (cues directly reflecting our feelings, or expressions attempting to influence others)
- RESPONSE attitudes, behaviors, and cognitions (frederickson’s broaden and build, positive emotions free us to explore and forge new connections), positive emotions predict positive performance (Staw and colleagues, persist longer, get biased perf ratings from others, and we get more cooperation)
- RECOGNITION - emotional contagion
- REGULATION- reappraise or suppress feelings,
George (1991)
State or Trait: Positive mood and prosocial behaviors
Investigated prosocial behavior (in-role & extra-role) among sales people…does positive mood predict above and beyond fairness cognitions?
Yes, it does!
People in a positive mood help more; they do more proscribed and more altruistic behaviors.
But what about helping in times of crises? What about helping identity or wanting to be the “hero”?
Bono et al. (2007)
The role of supervision & leadership
ESM (Health care workers, 4 times a day for 2 weeks)
(a) Employees experienced fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers;
(b) employees with supervisors high on transformational leadership experienced more positive emotions throughout the workday, including interactions with coworkers and customers; and
(c) employees who regulated their emotions experienced decreased job satisfaction and increased stress, but those with supervisors high on transformational leadership were less likely to experience decreased job satisfaction.
Transformational leadership did not reduce stress; stress lasted a long time 2 hours or more
Grandey 2003
When the show must go on:
Pos. emotions good for service employees perf., but employees can’t always be positive
Surface acting (modify facial expressions) Deep acting (modify inner feelings)
131 administrative assistants…multisource
Breaking characters (when employees reveal themselves to customer)
Deep acting–reduces emotional dissonance–and restores personal resources in a way that surface acting cannot (experience dissonance)
Emotional exhaustion mediated surface acting to breaking character
Barsade (2002)
Ripple effect: emotional contagion & group behavior
Emotional Contagion: a process in which a person or group influences the emotions or behavior
of another person or group through the conscious or unconscious induction of emotion states and behavioral attitudes
Experimental design:
- positive emotional contagion group members experienced improved cooperation, decreased conflict, and increased perceived task performance
- emotional contagion can be a type of social influence
Boyatzis (2013)
Emotional and Social intelligence:
- Intelligent use of ones emotions
- Neurologically thoughts driven by emotional arousal
- -Salovey & Mayer (1990): they defined it as a set of abilities in awareness of and handling of your emotions.
- Goleman (1995)- Practitioner book
- Controversy: Definition, Theoretical basis, operational, measurement (Trait or competency?) It’s compet.
- Contrast to Hunter/Schmidt’s IQ as best predictor of future job perf.
