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 26: Group-level Emotional Intelligence

Vanessa Urch Druskat and Steven B. Wolff


Vanessa Urch Druskat and Steven B. Wolff* Introduction Work tasks are assigned to teams when team member information sharing and interaction are necessary for optimal performance. Many factors can influence the quality of team member information sharing and interaction – one of the most elusive is emotion. In fact, every interaction between and among team members produces emotion (Kemper, 2000). Moreover, within the team context, this emotion is contagious; it instantly and unconsciously spreads among team members and affects subsequent team dynamics (Barsade, 2002; Sy et al., 2005). For the past five decades, researchers have been showing that emotion influences the quality of group interactions, the motivation of team members, and team performance (Homans, 1950; Boyd, 1964; Edmondson, 1999; Kelly, 2004). However, research and theory have seldom addressed how to turn emotion into an asset for a team. The primary focus of group theorists has been aimed at guarding against the negative aspects of emotion such as destructive conflict. In the 1970s and 1980s, group theorists argued that emotion should be managed by reducing the amount of member interaction during team decision-making processes (Delbecq et al., 1975) and through the use of strategies such as structuring discussion principles or appointing a ‘devil’s advocate’, that is, a person whose mission was to provide the negative feedback or raise the difficult issues so that members would not fear having to disappoint or anger the group (ibid.; Janis, 1982). While these strategies are effective at muting emotion in...

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