New Horizons in Management series
Edited by Neal M. Ashkanasy and Cary L. Cooper
Chapter 24: The Power of Presence: Strategic Response to Displayed Emotions in Negotiations
Shirli Kopelman, Ilan G. Gewurz and Vera Sacharin Introduction Negotiators constantly manage emotions. They manage their own emotions – both those they experience and those they display – as well as the emotions displayed by others. Emotions experienced by a negotiator during the negotiating process may be integral to the given task or merely the result of an unrelated event where the emotional impact has spilled over to the current situation (Lerner & Keltner, 2000). Such integral and incidental emotions may emerge unintentionally and be displayed mindlessly. Alternatively, negotiators may consciously adjust their emotional display to serve their objectives, by amplifying or suppressing an authentically experienced emotion, or altogether feigning a desired emotion (Hochschild, 1983; Rafaeli & Sutton, 1991). Emotions are considered authentic when internally experienced and externally displayed emotions align (Côté, 2005). A growing body of empirical literature has documented how displays of emotion inﬂuence both ﬁnancial and relational outcomes in negotiations (for a review, see Barry et al., 2006; Li & Roloﬀ, 2006). However, the empirical literature has not addressed the choices negotiators face when responding to emotions displayed by other individuals. Whether integral or incidental, subconscious or mindful, authentic or feigned, emotions that have a strategic impact on the negotiation process and outcome – strategic emotions – can be advantageous or counterproductive to the individual displaying the emotions (Frank, 1988; Barry, 1999; Kopelman et al., 2006). Strategic display of positive emotion helps the development of reciprocal long-term relationships in potentially integrative settings and increases the likelihood of closing a favorable deal in...
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