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Western research on teams has paid an increasing attention to team's emotional process and corresponding outcomes. However, there were seldom studies examining the influence mechanism of team leader emotional intelligence on subordinate outcomes in teams, and the previous studies often neglected the team context. The aim of the study is to explore the cross‐level effect of team leader emotional intelligence and team emotional climate on team member job satisfaction.

Questionnaire survey on 148 team leaders and 840 team members was conducted. The paper applied hierarchical linear modeling analyses with the software HLM 6.06 to test the hypotheses.

The analyses on the matched sample showed that team negative emotional climate has negative effect on team member job satisfaction, and team emotional climate moderates the relationship between leader emotional intelligence and team member job satisfaction such that leader emotional intelligence has stronger effect on member job satisfaction as team emotional climate becomes more negative.

First, it is a single time period study and cross‐sectional research design, which limits our ability to make causal inferences about the relationships proposed. Second, team leader emotional intelligence was reported by team leader themselves, and it will be better to combine self‐report and other‐report measures of emotional intelligence in the future study.

This study extends the existing theory through a cross‐level framework that examines how team emotional climate interacts with team leader emotional intelligence to affect member job satisfaction, thus enriches the studies on emotional intelligence and leadership, team emotional climate and team effectiveness. The study also provides evidence of group‐level emotion in China, a non‐Western cultural country, which enriches the existing body of studies sampling exclusively from Western cultural groups and the research of emotions in organizations at group level.

Occupational stress occurs in a variety of forms, types, and situations. Arguably, a certain level of stress can encourage productivity, ingenuity, and satisfaction. As occupational stress escalates, however, people’s capacity to deal with it diminishes, eventually compromising work performance and provoking people to express negative emotions. These negative aspects of stress are buffered to a certain extent by individual differences such as personality as well as external contextual factors such as the working environment. This chapter reports a study applying an affective events theory (AET) as a framework to investigate perceived stress in response to negative events in emergency services’ workplaces and the potential buffering effects of servant leadership, affective team climate, and psychological capital. An experience sampling methodology (ESM) was used to record daily cases of self-reported negative events experienced by participants over the three week data-collection period. A structured survey questionnaire independent of the ESM was also used to collect data from 44 emergency service operation members. The findings indicate that servant leadership behavior, affective team climate, and individual psychological capital all are significantly related to reduced perceived occupational stress in emergency service team members.

The empirical findings of the roles of emotions in teams are mixed. This study, a scoping literature review, aims to synthesize extant research on the roles of emotions in work teams and offers future research directions.

Sixty-nine empirical studies from the past ten years (2012 to 2021) were identified and reviewed. The authors then analyzed these 69 papers based on their research design, focus and nomological network of emotions.

The authors found that there is a clear increasing research trend of studying emotions in a team setting. In the extant literature, team emotions were studied from three major perspectives: emotions, emotional management and emotion measurement. The authors also summarized findings into the nomological network of team emotions. Last but not least, future research directions regarding the research context, focus and design and analysis were recommended.

The role of emotions in teams has not been extensively reviewed or synthesized, and the empirical findings are mixed. This paper synthesized the role of emotions in teams and critical factors that affect emotions in teams. In particular, the research recommendations for critical human resource development scholars cover three aspects: research context advancement, research focus advancement and research design and analysis advancement.

As teamwork becomes more prevalent in organizational decision-making, the influence of emotional intelligence (EI) on team decision-making process demands more research attention. This study aims to investigate the impact of EI on team psychological safety and decision-making performance.

Team decision-making performance and decision quality from a team decision task were obtained from 54 decision-making teams composed of 241 undergraduate business students from a Mid-Atlantic university. Regression analyses were used to test individual and team’s EI relationship with team decision performance and the mediation effect of psychological safety.

This study provides empirical evidence that individual EI is positively related to individual influence on team decisions. Team-level EI improves team decision-making performance through increases in psychological safety.

The sample size is relatively small, and the participants were business students; therefore, the research results may lack generalizability. Future research is encouraged to explore this topic further.

As teamwork becomes more prevalent in organizational decision-making, the influence of EI on team decision-making process demands more research and managerial attention. The findings of this paper provide insights on the importance of individual/team EI and psychological safety in team decision performance.

This study furthers research showing that emotions are pertinent to social interactions, including group decision-making, and therefore suggests the desirability of investigating other social processes affecting group decision-making.

This paper aims to identify whether relationships exist between emotional intelligence (EI) and specific teamwork behaviours that are associated with transition, action and interpersonal team processes using the ability model of EI.

A total of 68 MBA students comprising 13 randomly assigned teams completed a pencil and paper performance‐based test of emotional intelligence. Some 14 weeks later a score reflecting the extent team members engaged in a number of teamwork behaviours consistent with transition, action and interpersonal team processes was obtained from peer ratings.

Emotional intelligence was found to explain direct and unique variance in transition and interpersonal team processes. However, only three individual branches of EI were found to be of any significance, and these differed in each instance.

These findings add to the growing body of literature suggesting emotional intelligence may be an important aspect of individual difference amongst team members that can contribute to team effectiveness. Individuals with differing EI abilities may be particularly important to teams dependent upon the team's activity phase.

The paper shows that blanket assertions regarding the significance of emotional intelligence for team effectiveness are far too simplistic. Differing EI abilities are associated with particular teamwork behaviours, which in turn become important during different phases of team activity. The findings suggest a need for more sophisticated frameworks regarding how EI relates to specific cognitive, verbal and behavioural teamwork activities.

The purpose of this study is to investigate the relationship between team culture and team performance through the mediating role of knowledge sharing and team emotional intelligence.

The study advocated that team culture influences the knowledge sharing behavior of team members and the development of emotional intelligence skill at the team level. Further, it is hypothesized that knowledge sharing and team emotional intelligence positively influence team performance. By adopting a quantitative research design, data were gathered by using a survey questionnaire from 535 respondents representing 95 teams working in private health-care institutions.

The findings significantly indicated that knowledge sharing and team emotional intelligence influence team working. Furthermore, this study confirms the strong association between team culture and team performance through the lens of knowledge sharing and team emotional intelligence.

This investigation offers observational proof to health-care services to familiarize workers with the ability of emotional intelligence and urge them to share knowledge for enhanced team performance. The study provides in-depth understanding to managers and leaders in health-care institutions to decentralize culture at the team level for endorsement of knowledge sharing behavior.

This is amongst one of the initial studies investigating team members making a pool of knowledge to realize potential gains enormously and influenced by the emotional intelligence. Team culture set a platform to share knowledge which is considered one of the principal execution conduct essential for accomplishing and managing team adequacy in a sensitive health-care environment.

This paper aims to explore the influence of social support and the repatriation intention of expatriates in international constructions in the postpandemic era of COVID-19. Furthermore, test the mediation effect of team climate and individual resilience in this relationship.

A survey of 347 expatriates in international construction projects was conducted. A cross-level chain mediation model was employed to test the moderating effect of social support and repatriation intention. Then, statistical analysis with a bootstrap sample was used to test the mediation effect of the model.

The empirical results support that team climate, individual resilience and the chain mediating effect of team climate to individual resilience is significant among the influences of social support on repatriation intention. Social support can enhance the team climate of construction expatriates, promoting their resilience to reduce the repatriation intention further.

This study provides guidelines for international construction enterprises and managers to decide when and which expatriates should return home and formulate a series of policies to support expatriates and maintain a good team climate.

This study contributes to expatriate management literature by establishing the relationship between social support and repatriation intention. It provides a better understanding of how team-level factors impact individual thought. It takes team climate as one of the protective factors affecting individual psychological resilience. Also it takes social support as the antecedents of team atmosphere in case of emergencies.

The current study aims to identify the factors underlying differing preferences for conflict‐management patterns within work teams. Two major antecedents of dispute resolution modes were examined: the team members' emotional reactions to and their perceptions of the type of conflicts encountered in their work group. The sample consisted of 69 medical teams, comprising 331 employees (nurses and physicians) employed in several medical organizations. Self‐report structured questionnaires were used to assess the research variables. A series of regression analyses showed that cooperative (integrating and compromising) patterns of conflict management were associated with positive intragroup emotional states; contentious (dominating) patterns were associated with positive as well as negative emotions; and an avoidance pattern was associated with negative emotions only. Additionally, negative emotions were found to mediate the association of relationship conflict with a dominating pattern of conflict management. The findings point to the centrality of emotional states in determining conflict management preferences at the intragroup level.

Prati, Douglas, Ferris, Ammeter, and Buckley (2003) have proposed that emotional intelligence is a critical component in effective team leadership and team outcomes. John Antonakis (2003) questioned whether the first claim in this article, that emotional intelligence is critical for effective team leadership, is justified. He presents six questions that illuminate his reservations. In response, the present authors attempt to answer his reservations by clarifying and explicating the reasoning behind this claim.

The purpose of the study is to enhance understanding of the relationships among team emotional intelligence (EI), trust in team, conflict in team and team performance.

A sample of 389 team members from 84 project teams in large-scale construction projects was surveyed.

Findings showed that team EI is positively associated with team performance. In addition, trust and conflict in the team mediate the association between team EI and team performance.

The ability to perceive one’s own and others’ emotions significantly increases the likelihood of team performance by increasing trust in a team and reducing conflict. Therefore, managers can use these findings to boost team performance and reduce conflict in their teams.

This research contributes to the better understanding of the relationship between team EI and team performance in large-scale construction projects. In addition, this research is an empirical investigation into the mediation variables linking EI to team performance.