Tag Archives: Sigal Barsade

“Emotional Contagion” in the Workplace By Observing Others, Social Media

Emotions can be “contagious” between individuals, and can affect work group dynamics.

Douglas Pugh

Douglas Pugh

Emotional contagion iinvolves replicating emotions displayed by others.
Contagion differs from compassion, which enables understanding another’s emotional experience without actually feeling it, which is more characteristic of empathy, noted Virginia Commonwealth University’s S. Douglas Pugh.

Adam D I Kramer

Adam D I Kramer

“Viral emotions” can be transmitted through social media platforms with no need to observe nonverbal cues, according to Facebook’s Adam D. I. Kramer, Jamie E. Guillory of University of California, San Francisco and Cornell University’s Jeffrey T. Hancock.
This suggests that social media can significantly affect the emotional tone in workplaces and the interpersonal relations that take place there.
In addition, the emotional tone evoked by social media posts can affect workplace productivity.

Jeffrey Hancock

Jeffrey Hancock

When positive emotional expressions were reduced in Facebook News Feeds, people produced fewer positive posts and more negative posts.
In contrast, when negative emotional expressions were reduced, people reduced negative posts, indicating that others’ emotional expressions influence bystanders’ emotions and behaviors.

Sigal Barsade

Sigal Barsade

People in performance situations are influenced by observing others’ emotions.   
When participants witnessed positive emotions in a decision task, they were more likely to cooperate and perform better in groups, found Wharton’s  Sigal Barsade.

Individuals who were more influenced by others’ emotions on R. William Doherty’s Emotional Contagion Scale also reported greater:

  • Reactivity,
  • Emotionality,
  • Sensitivity to others,
  • Social functioning,
  • Self-esteem,
  • Emotional empathy.

They also reported lower:

  • Alienation,
  • Self-assertiveness,
  • Emotional stability.
Stanley Schachter

Stanley Schachter

People are more likely to be influenced by others’ emotions when they feel threatened, because this elicits increased affiliation with others, according to Stanley Schachter‘s emotional similarity hypothesis.

Brooks B Gump

Brooks B Gump

Likewise, when people believe that others are threatened, they are more likely to mimic others’ emotions, found Syracuse University’s Brooks B. Gump and James A. Kulik of University of California, San Diego.

Elaine Hatfield

Elaine Hatfield

Women reported greater contagion of both positive and negative emotions on the Emotional Contagion Scale in research by Doherty with University of Hawaii colleagues Lisa Orimoto, Elaine Hatfield, Janine Hebb, and Theodore M. Singelis of California State University-Chico.

James Laird

James Laird

People who are more likely to “catch” emotions from others are also more likely to actually feel emotions associated with facial expressions they display, reported Clark University’s James D. Laird, Tammy Alibozak, Dava Davainis, Katherine Deignan, Katherine Fontanella, Jennifer Hong, Brett Levy, and Christine Pacheco.
This suggests that those with greater susceptibility to emotional contagion are convincing to themselves and others.

Christopher K. Hsee

Christopher K. Hsee

Contrary to expectation, people with greater power notice and adopt emotions of people with less power, found University of Hawaii’s Christopher K. Hsee, Hatfield, and John G. Carlson with Claude Chemtob of the U.S. Department of Veterans Affairs.

Participants assumed the role of “teacher” or “learner” to simulate role-based power differentials, then viewed a videotape of a fictitious participant discussing an emotional experience.
Volunteers then described their emotions as they watched the confederate describe a “happiest” and “saddest” life event.
People in higher power roles were more attuned to followers’ emotions than expected.

The service industry capitalizes on emotional contagion by training staff members to show positive emotions with the goal of increasing customer satisfaction and loyalty.

James Kulik

James Kulik

However, customer satisfaction measures were more influenced by service quality than employees’ positive emotional displays, according to Bowling Green State’s Patricia B. Barger and Alicia A. Grandey of Pennsylvania State University.

Emotions can positively or negatively resonate through work organizations with measurable impact on employee attitude, morale, engagement, customer service, safety, and innovation.

-*How do you intentionally convey emotions to individuals and group members?
-*What strategies do you use to manage susceptibility to “emotional contagion”?

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©Kathryn Welds

Why Organizations Care about Employee “Happiness”

“Command-and-control” managers of the past might have scoffed at current business research on happiness.
Under their spans-of-control, employees ought to have been happy to have a job from which they derived an income.
This view has been supplanted by widespread recognition that desirable outcomes like innovative problem solving, flexible decision making, and workplace productivity are associated with employees’ positive mood.

GallupResearch by the Gallup Organization offers further justification in its finding that disgruntled employees disengage and cost the American economy up to $350 billion a year in lost productivity.

Therefore, organizations can increase financial performance by improving operational efficiency in the many processes involving people.

Sigal Barsade

Sigal Barsade

Sigal Barsade of the Wharton School of Business contributed to the investigation of happiness’s impact on organizational productivity.
She found that positive moods prompt “more flexible decision-making, wider search behavior and greater analytic precision,” which enable the organization to take considered risks.

Jennifer Aaker

Jennifer Aaker

On the other coast, Jennifer Aaker, award-winning professor at Stanford Graduate School of Business, links workplace happiness and a sense of meaning.

She asserts that having a meaningful impact on the world is a strong predictor of happiness and that it’s possible to cultivate mindfulness and awareness of meaning in work and personal activities.
This cultivated awareness, she said, influences people’s subjective well-being and may positively affect that of others in a contagion effect.

Jonathan Haidt

Jonathan Haidt

New York University’s Jonathan Haidt, a psychologist in the Stern School of Business, takes a more philosophical view of happiness.
He redefines “wisdom” – other might say “leadership” or “self-management” – as the ability to adapt, shape the environment, and know when to move to new environments.

His moral and ethical framework includes high-level philosophical “virtues” associated with a sense of well-being and shared across cultures:

  • Courage
  • Humanity
  • Justice
  • Temperance
  • Transcendence

The Happiness HypothesisHaidt’s book, The Happiness Hypothesis: Finding Modern Truth in Ancient Wisdom , specified contributors to well-being:

  • Strong marriages
  • Physical touch
  • Meaningful relationships
  • Religious affiliation
  • Autonomy
  • Meaningful engagement in work
  • Contributing to a community through voluntary effort

Engineering organizations analyze issues according to “Is-Is Not.
Using this approach, Jonathan Haidt’s research offered some surprising happiness detractors or “is-nots”:

  • Persistent noise
  • Long commutes
  • Lack of situational and person control
  • Shame
  • Dysfunctional relationships

Matthias Mehl

Matthias Mehl

Matthias Mehl of the University of Arizona offered an additional contributor to happiness: Interpersonal dialog.
He found that volunteers who engaged in a meaningful conversation create shared meaning, strengthened their connections, and reported feeling happy.

Jennifer Michael Hecht

Jennifer Michael Hecht

Jennifer Michael Hecht’s The Happiness Myth, offers a framework for types and levels of happiness:

  • Good day, awareness, savoring, and gratitude for the fortunate conditions of one’s life
  • Good life, engaging in meaningful and challenging tasks that help provide a material quality of life and doing one’s best in any endeavor
  • Peak, choosing experiences that inspire awe and a sense of the eternal, connect to families and communities.

The Happiness MythShe cites familiar recommendations to:

  • Cultivate self-knowledge
  • Develop a clear view of one’s worth
  • Moderate desires
  • Appreciate mortality and time limits
  • Try new things
  • Increase involvement with others and the community.

Organizational policies can contribute to employees’ sense of well-being through establishing:

  • Opportunities for career movement and development
  • Regular acknowledgement and praise for a job well done
  • Focus on well-being as individuals through health and work/life integration programs

The payoffs to organizations include increased productivity, innovation and engagement.

-*How have you seen efforts to increase organizational “happiness” result in improved employee engagement, productivity, or decision-making?

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©Kathryn Welds