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Purpose – Past research on emotions in negotiation has focused primarily on the impact of the emotional state of one negotiator in a negotiation. We focus instead on the group emotional tone of the negotiation, defined as the joint emotional experience of all negotiators in the negotiation. Past research also has focused only on one dimension of emotions in negotiation: valence. We focus instead on two additional dimensions of emotions: uncertainty and action tendencies. Examining emotions at the group level, and taking a multidimensional perspective on emotions in negotiation, provides a more nuanced examination of the effects of emotions in negotiation, and also highlights the possibility of emotional ambivalence (and its effects) both within and across negotiators within a negotiation.

Approach – We examine emotions at the group level, and take a multidimensional approach to understanding the impact of group-level emotions within the context of a negotiation.

Findings – We propose that groups characterized by certain versus uncertain emotional tone will have different perceptions of risk in the environment, which can prompt different behavioral outcomes that affect group negotiation processes and outcomes. Furthermore, we propose that groups characterized by different action tendencies will display differences in willingness to engage others during negotiation, which can significantly influence group negotiation processes and outcomes. Evaluating these additional dimensions should provide a more comprehensive perspective on the effects of group-level emotions on negotiation processes and outcomes.

Value – This review is intended to illuminate the powerful role that negotiation-level emotional tone might play in group negotiation behaviors and outcomes. Part of the importance of understanding the impact of group emotional tone is for group leaders to anticipate – and possibly proactively manage – its impact. This can provide managers a reference point to better understand – and effectively manage – negotiations among group members.

The purpose of this paper is to introduce the concept of work group diversity dynamics as a novel approach for studying diverse work groups. The authors profile the dynamic processes within diverse work-groups and provide an overview of main objectives.

The paper draws on years of accumulated diversity research to cast a temporal and dynamic lens on the processes taking place within diverse work groups. After outlining the state of the art in work group diversity research, the definition, overall framework and profile of work group diversity dynamics is offered.

The paper argues that by adopting a temporal and dynamic perspective for studying diverse work groups, one can shift focus from the traditional perspective of “what is diversity” to “what happens within diverse work groups”. The paper disentangles the activities taking place within diverse work groups, defines the actual team processes and finally highlights how these processes might be affected by time and dynamism.

After almost 30 years of diversity research the mechanisms and processes through which diversity is translated into individual and organizational outcomes are not yet sufficiently understood and studied. This paper highlights a temporal and dynamic perspective for studying work group diversity, a view that is yet uncharted in diversity literature.

Previous research has focused mainly on the antecedents and consequences of service employees’ emotional labor during the enactment of service roles, with little attention having been paid to how perceptions of leaders’ emotional labor are related to followers’ job outcomes. The purpose of this paper is to propose a model in which followers’ perceptions of the uses of emotional labor by leaders toward customers influence followers’ job performance in their service encounters.

Working with a sample of 268 medical service employees in South Korea, structural equation modeling was employed to test the research hypotheses.

The results indicate that perceptions of leaders’ deep acting toward customers are positively related to followers’ perceptions of authentic leadership. Second, followers’ perceptions of authentic leadership are positively associated with their identification with and trust in their leaders. Finally, followers’ identification with and trust in their leaders is positively related to their job performance.

The research shows that leaders’ use of deep acting toward customers has a positive effect on followers’ job outcomes. Thus, service firms should consider training programs, mindfulness and policy changes regarding display rules at the organizational level so that service employees are encouraged to use deep acting with customers by empathizing with the customers’ needs, while regulating their inner feelings.

The current study broadens the conceptual work and empirical studies in the emotional labor literature related to the service sector by presenting a fundamental mechanism for the effect of perceptions of leaders’ use of emotional labor toward customers on service employees’ job performance. This study is the first to provide an empirical test of how leaders’ emotional labor is related to followers’ job performance.

It is suggested that, to be successful, innovation teams should be small and consist of people with key expertise who want to participate and develop new solutions within their organisations. When it comes to conducting innovation work, I suggest shared leadership may be a factor influencing success. In this chapter, a theoretical framework is presented on the shared leadership of innovation teams. The key to establishing shared leadership in innovation teams is to plan for it as the team is created, not after the team has already been formed, as this may result in various problems in the intended innovation project. The proposed framework details key aspects to consider; some of which are related to external factors such as management and resources, and some to internal factors such as the team’s size, competencies, and their ability to develop norms and ways of working together. The proposed framework is applicable for managers, innovation leaders, and team members, and contributes to previous research on shared leadership and innovation leadership. Further research on the proposed framework is suggested.

We propose that group affective tone may be dysfunctional for teams faced with complex, equivocal, and dynamically changing tasks and environments. Group affective tone (and in particular, a positive affective tone) may exacerbate pre-existing tendencies of teams to develop a single-shared reality that team members confidently believe to be valid and to be prone to group-centrism. Alternatively, heterogeneity in member mood states within teams may lead to the development of multiple-shared realities that reflect the equivocality of the teams’ tasks and circumstances and other functional outcomes (e.g., multiple perspectives and minority dissent), which ultimately may enhance team effectiveness.

Despite manager’s investments in facilitating knowledge sharing, such as hiring employees with lots of knowledge, knowledge hiding remains prevalent in organizations. It may stem from that less attention has been paid to the relationship between perceived overqualification and knowledge hiding. Drawing on emotion theory, this study aims to build a mediation framework to examine effects of perceived overqualification on knowledge hiding via negative emotion state and moderating role of team positive affective tone.

The paper uses a two-wave survey study among 398 knowledge workers from 106 teams in knowledge-intensive industries and tests the hypotheses by performing a series of hierarchical linear modeling analyzes.

The results show that a negative emotion state mediates the U-shaped relationship between employees’ perceived overqualification and knowledge hiding behavior. Team positive affective tone moderates the U-shaped relationship between negative emotions and employees’ knowledge hiding behavior.

This study extends current knowledge management literature by introducing perceived overqualification as an individual predictor of employees’ knowledge hiding behavior and revealing the both light and dark sides of perceived overqualification on knowledge hiding, as well as its intervening mechanism. The research findings help practitioners to curb such counterproductive behaviors.

This manuscript explores the value of mission statement emotional content in the relationship between money raised by a nonprofit organization through fundraising efforts and the money spent. It proposes the emotional content of a mission statement moderates money spent and earned to ultimately to impact how much revenue a nonprofit makes through fundraising.

The manuscript evaluates the qualitative turned quantitative data (via text mining [TM]) in mission statements from 200 nonprofits serving the homeless sector via a moderation analysis. After segmenting the sampled nonprofits by gross revenue, the authors analyze the impact of the positive and negative emotional tone in each group to determine how the content of a mission statement impacts organizational revenue.

The paper provides empirical insights about how the emotional polarity of a mission statement influences money earned through fundraising. However, the positive and negative tone of a mission statement impacts organizations differently based on size. For nonprofits that report an annual revenue of less than $1 million, a positive tone in the mission statement results in higher revenue. Conversely, nonprofits that report over $1 million earn less revenue with a positive tone in their mission statement.

Owing to the specialized group sampled, the findings possibly only apply to the sampled group. Therefore, researchers are encouraged to test the relationships found in other areas of nonprofits. However, the implications of mission statement polarity influencing financial performance in any population should be of keen interest to practitioners when crafting mission statements.

The finding that mission statement emotional tone influences the financial performance of a nonprofit has direct implications for the effective delivery of services in the nonprofit realm. Leaders of nonprofits can use the study’s findings to position their organizations to capture potential needed revenue in the crafting of their mission statements.

This paper uniquely exposes the moderating impact of the emotional tone in mission statements in relationship with financial performance.

This chapter examines how emotional intelligence may influence the performance of groups. I first address relevant issues concerning emotional intelligence at the individual level of analysis. I then describe the range of composition models by which group emotional intelligence constructs can be created, from the emotional intelligence of the members of the group, articulate mechanisms by which each construct may be related to performance, and use Steiner's (1972) typology of group tasks to identify when each construct may best predict performance. I also use the mechanisms of multiplication and compensation to consider how group emotional intelligence may combine with other group constructs to predict performance. I end this chapter with a discussion of research implications.

This paper aims to analyse the prevalence of emotional and rational appeals in social advertising campaigns. There are studies about the effectiveness of these tones of appeals in social marketing, but there is no evidence about their prevalent use in social advertisements.

The authors conducted a content analysis of forty social advertisements promoting attitudes and behaviours regarding social causes. The selected ads were in video format and were extracted from the YouTube channels of Portuguese governmental and non-governmental organisations. The ads were coded according to the characteristics of each tone of appeals and classified as emotional, rational or a mix of both.

The authors classified 25 social ads as rational appeals, 8 as emotional and 7 as a mix of both appeals. The results of the research show that social marketers have preference for the use of rational tone in social advertising campaigns.

This study shows that there is a disruption between theory and practice in social marketing, considering the higher prevalence of rational appeals in contexts where theory recommends emotional appeals for higher effectiveness. This evidence is surprising, considering a previous study that evidenced a higher use of emotional appeals in advertising connected to social causes than in commercial advertisements. This paper focus on how practice may disrupt theory and explores possible reasons for the phenomenon.

I argue that while research on collective emotions is gaining in popularity, there has not been sufficient attention paid to understanding the mechanisms that explain how and why group emotions influence group outcomes. The goal of this chapter is to fill this gap by introducing group-member interactions as a group-level mechanism. I explore how positive and negative collective emotions in workgroups link to different types of member interactions, which in turn, influence group outcomes. Finally, I discuss the theoretical contributions of the research and the implications for future research on workgroup emotions and member interactions.