Research Companion to Emotion in Organizations
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Research Companion to Emotion in Organizations

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.
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Chapter 24: The Power of Presence: Strategic Response to Displayed Emotions in Negotiations

Shirli Kopelman, Ilan G. Gewurz and Vera Sacharin


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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