Mood, emotion, and affect in group performance: an experiential exercise

Chavez, Carolyn I.; Méndez, María José Rabazo

doi:10.1057/omj.2008.18

Cited by 6 publications

(7 citation statements)

References 42 publications

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“…There is also evidence suggesting that people's ability to recognize and reflect on their own emotions and their capacity to empathize with others' emotions play an important role in their interpersonal relationships at work (Matthews, Zeidner, & Roberts, 2002;Salovey & Mayer, 1990). In addition, recent studies on management education demonstrated that analyzing and discussing work-related emotions in classroom settings can help students gain a better understanding of the dynamics of social interactions in organizational life (Chavez & Méndez, 2008;Gibson, 2006).…”

Section: Cross-cultural Communication Business Education and Emotionsmentioning

confidence: 99%

Developing Emotional Awareness in Cross-Cultural Communication: A Videoconferencing Approach

Özçelik

Paprika

2010

Journal of Management Education

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Cross-cultural interactions are inherently emotional processes because they involve a considerable amount of uncertainty and a potential for misunderstanding. This study aims to fill a gap in the literature by designing an easy-toimplement teaching module that brings emotions and emotional awareness more centrally into analysis of cross-cultural business communication. The business schools of a Hungarian university in Budapest and an American university in northern California collaborated in the teaching module by using videoconferencing and screen-capture technologies. The authors examined the effectiveness of this module based on their observations and an analysis of the qualitative data collected from the participating students. The results of the study suggest that the videoconferencing technology can be a viable tool to create real-time interactions between students in different countries in which they can experience, express, observe, and reflect on emotions. Students gained firsthand experience in videoconferencing and enhanced

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Section: Cross-cultural Communication Business Education and Emotionsmentioning

confidence: 99%

Developing Emotional Awareness in Cross-Cultural Communication: A Videoconferencing Approach

Özçelik

Paprika

2010

Journal of Management Education

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“…First, from our perspective and as already delineated, on the basis of literature that, mood is nonstimulus specific (Batson et al, 1992;Chavez & Méndez, 2008;McGeer & McGeer, 1980) and is relatively lasting emotional state (Morgan et al, 1993). Given these properties of mood, it implies that the organization and managers may not be able to exert significant control on an employees' mood-state.…”

Section: Implications and Conclusion For Hrdmentioning

confidence: 87%

“…Thus, mood is a relatively lasting emotional state (Morgan, King, Weisz, & Schopler, 1993) and differs from emotion in the sense that, mood is less specific, less intense, and less likely to be triggered by a particular stimulus or event (Batson, Shaw, & Oleson, 1992; Chavez & Méndez, 2008; McGeer & McGeer, 1980). Like emotion, mood is also an affective state (Baas et al, 2008).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…The relation between emotions and performance has been well-researched in the organizational context (Ashkanasy, 2004; Chavez & Méndez, 2008; Chi, Grandey, Diamond, & Krimmel, 2011; McColl-Kennedy & Anderson, 2002; Murray, Muscatell, & Kensinger, 2011; Newman, Joseph, & MacCann, 2010; Spence & Goldstein, 1961; Van Kleef, Homan, Beersma, & van Knippenberg, 2010). Varying levels of performance are significantly affected by the individual’s perception of self-efficacy (SE), defined as one’s own judgments of his / her capabilities to organize and execute courses of action required to attain designated types of performances (Bandura, 1982; Bandura, Reese, & Adams, 1982; Gist, 1987).…”

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confidence: 99%

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Mood and Self-Efficacy

Totawar

Nambudiri

2013

Human Resource Development Review

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The relationship between an individuals' mood and perceived self-efficacy (SE) has been of fundamental interest for organizational researchers. However, the causality of this relationship has not been agreed upon in existing research. While one set of studies propose that mood influences SE the contrasting view contends that this relationship is not significant. The article presents a conceptual model on the relationship between mood and SE, positioning hedonic and utilitarian motivation as moderators of this relationship. The literature concerning these constructs is reviewed and linkages between them are examined. A four-quadrant framework delineating the impact of hedonic and utilitarian motivation on the relationship between mood and SE is proposed. Propositions are built around this framework and implications for human resource development are discussed.Do people feel more capable and efficient when they are in a good mood than when they experience a bad or negative mood state? It seems intuitively fair to assume an affirmative answer to this question. Besides when individuals are in their induced state of mood, for instance, under the effect of alcohol or any drug, they are likely to have a feeling of an inflated self and believe that they can do anything merely because they are in a positive mood state. In clinical population, experiencing delusion of grandeur

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“…In the work context, researchers found relations between mood and performance (Chavez and Mendez, 2008;Coulson et al, 2008), organisational spontaneity (George and Brief, 1992), prosocial behaviour at work (George, 1991), employee withdrawal behaviour (Andrew et al, 2005), and creativity in the workplace (George and Zhou, 2007).…”

Section: Moodmentioning

confidence: 99%

Employees propensity for emotional contagion as a mediating variable between job satisfaction and perceptions of customers’ mood: a comparative case study

Rueff-Lopes

Planella

Pendleton

2014

iirh

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Particularly directed to customer service organizations and specifically focused on frontline employees, this research explores how the relation between employees’ perceptions of customers’ mood and job satisfaction can be mediated by their levels of emotional contagion. We conducted a comparative case study contrasting two conditions of service encounters: telephone and face-to-face. According to our hypotheses, results support a positive correlation between job satisfaction and perceptions of customers’ mood. However, the mediating role of employees’ levels for emotional contagion is only present on the face-to-face interaction group. We suggest that emotional contagion is stronger where all the resources of mood influence and exchange are present (proxemics, kinesics and paralinguistic). In such work settings the emotional contagion scale (Doherty, 1997) could and should be used as a selection tool. For job environments where workers are not exposed to visual contact, further investigation is needed in order to understand how the emotional exchange flows between customers and employees.

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Mood, emotion, and affect in group performance: an experiential exercise

Cited by 6 publications

References 42 publications

Developing Emotional Awareness in Cross-Cultural Communication: A Videoconferencing Approach

Developing Emotional Awareness in Cross-Cultural Communication: A Videoconferencing Approach

Mood and Self-Efficacy

Employees propensity for emotional contagion as a mediating variable between job satisfaction and perceptions of customers’ mood: a comparative case study

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