Table of Contents

Research Companion to Emotion in Organizations

Research Companion to Emotion in Organizations

New Horizons in Management series

Edited by Neal M. Ashkanasy and Cary L. Cooper

This Companion brings together many leading scholars to address a wide range of topics in 38 chapters, across five levels of organizational analysis – including within-person, between-person (individual differences), relationships, groups, and the organization as a whole. Chapters tackle structure and measurement of emotion, antecedents and consequences of positive and negative emotions, including effects on work satisfaction and performance. The expression, recognition, and regulation of emotion and the propagation of mood and emotion in groups are also dealt with. The Companion explores contemporary issues including leadership, organizational climate and culture, as well as organizational change.

Chapter 33: Establishing Positive Emotional Climates to Advance Organizational Transformation

Leslie E. Sekerka and Barbara L. Fredrickson

Subjects: business and management, organisational behaviour


Leslie E. Sekerka and Barbara L. Fredrickson* Introduction This chapter describes how positive emotional climates can help create and support transformation in organizations. With prominent contributions from positive psychology (Seligman & Csikszentmihalyi, 2000), academics and practitioners across scholarly disciplines have turned their attention toward the emotional dimensions of workplace enterprise. Emotions, as an integral part of human experience, are inextricably linked to social interaction. We are therefore drawn to examine the impact that positive emotions have on how people relate to others to create new and useful relationships in organizational environments. Our discussion explains how the broadening and building capacities of positive emotions can sustain organizations as they purposively evolve. We consider how strengthbased organizational development and change (ODC) processes can be used to evoke positive emotions in support of a particular form of transformation. Such efforts, heretofore referred to as ‘transformative cooperation’, are believed to emerge through collectively beneficial processes. We begin with a description and definition of this phenomenon and continue with an explication of the term. To do so, we use research that applies the broaden-and-build theory of positive emotions (Fredrickson, 2000a). Our summary concludes with implications for practice and questions for future research that will advance positive psychology and associated fields such as positive organizational scholarship and positive organizational behavior. Transformation and cooperation As people engage in ODC, they are a part of a unique experience, given the moment, context, circumstances, and individuals involved. We turn our attention toward a particular form of organizational...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information