The positive outcomes of ‘Socially Sharing Negative Emotions’ in workteams: A conceptual exploration

Yang, Inju; Kelly, Aidan

doi:10.1016/j.emj.2015.10.005

Cited by 16 publications

(14 citation statements)

References 75 publications

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“…This requires the manager acting as a conduit for work-based learning through carefully transmitting meaning and expected behavioural outcomes to their team members by congruent role modelling and the sustained performance eluded to earlier. These expectations suggest that a level of competence and leadership ability is required to best leverage the benefits of coaching when dealing with challenge with methods, such as reflection, thus creating an optimal environment for the team to learn and work effectively (Al-Nasser and Mohamed, 2015), promoting social sharing within the team (Yang, 2015), building relationships (Batson and Yoder, 2012;Ewen et al, 2013;Fairhurst and Connaughton, 2014), facilitating knowledge exchange and work-based learning from each other. Interview data derived from this study (Smith, 2018) supported Engelbrecht et al (2014), who recognised that managers who self-regulate their own behaviour are better able to motivate the desired behaviour of team members.…”

Section: Manager As Coach Characteristicsmentioning

confidence: 99%

Manager as coach characteristics for dealing with team challenge

Smith

2019

JWAM

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Purpose The purpose of this paper is to reference academic publications and semi-structured interviews with management experts employing a coaching style within their teams to create a platform for evaluating specific coaching mechanisms, evolving insights to the characteristics required of a manager applying coaching to deal with team challenge. A practical perspective led by managers using critical incidents to explore and highlight areas of experience and expertise in dealing with team challenge. Design/methodology/approach This qualitative assessment was derived from 30 semi-structured interviews which were recorded, transcribed and thematically analysed to assist in added insight for work-based management of dealing with team challenge. Data from 30 interviews were collected via Skype, FaceTime or Zoom to create the necessary rapport and capture the experience of dealing with team challenge. An audio record of each interview was captured to create a synchronised, fully indexed transcript from which characteristics and mechanisms could be identified. Findings Findings illustrated that the characteristics of the work-based manager themselves is an essential part of the mix when dealing with team challenge, the application of a coaching style accentuated the competencies and characteristics required of the manager to successfully address team challenge, demanding a specific coaching mindset. The starting point is the manager themselves knowing all the details before they intervene by utilising the traditional competencies of a professional coach. Research limitations/implications Only one sample of 30 interviewees contributed to this research, a wider sample would be advisable, including a wider cultural base to assess characteristics in a variety of contexts. There was a wide sector representation in this research (public, private and third sector), but specific sector analysis would also be interesting to assess validity of results more rigorously. Practical implications The practical outputs from this research of the manager’s self-assessment can be used by managers as a check list when dealing with team challenge or by HR managers as an assessment tool to decide which managers to invest in coaching training. The characteristics may be a means of deciphering the skills of the managers. Finally the self-assessment could be used as a training tool to support work-based learning or coach training on how to address team challenge and offer a discussion prompt around these elements as being essential. Social implications Coaching dialogue is a social interaction and this research contributes to enhancing the quality and purpose of social interactions in the workplace. By employing a coaching style of listening, questioning and reflecting managers can utliise a standard framework for solving issues in the workplace. Originality/value Dealing with challenge in teams through the analysis of the coaching style applied by 30 managers is unique, the value added through this research has been an enhanced appreciation of the manager as coach role and an appreciation to the established team models of Fleishman, Katzenbach and Smith, Hackman and Edmondson. This added layer enabling managers to deal with team challenge associated with our ever changing work environment.

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Section: Manager As Coach Characteristicsmentioning

confidence: 99%

Manager as coach characteristics for dealing with team challenge

Smith

2019

JWAM

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“…However, this theory neither considers the act of making a decision as socially situated (despite being a theoretical pillar for both sensemaking and decision-making literature; Simon, 1947;Weick, 1979), nor does it precisely identify the specific cognitive mechanisms, with reference to biases, of each choice of behavior while making a decision. What is also not considered, because of being developed in more recent years in both the streams of literature, is the influence of affective states (Coget, Haag, & Gibson, 2011;Cristofaro, 2018;Koskina & Keithley, 2010;Lerner, Li, Valdesolo, & Kassam, 2013;Liu & Maitlis, 2014;Maitlis Vogus, & Lawrence, 2013;Yang & Kelly, 2016)intended as the "emotional or subjectively experienced feeling" (Colman, 2003, p. 14)despite their inclusion being pivotal "in order to have anything like a complete theory of human rationality" (Simon, 1983, p. 29).…”

Section: Introductionmentioning

confidence: 99%

“I feel and think, therefore I am”: An Affect-Cognitive Theory of management decisions

Cristofaro

2020

European Management Journal

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I propose an Affect-Cognitive Theory to comprehensively understand how decisions occur in organizations. To this aim, I first review the assumptions of sensemaking and decisionmaking streams of research, especially the influence of bounded rationality, affective states and their relationships with cognition; then, I integrate them on the common basis of socially situated cognition. This new theory emphasizes the role of affective states in determining/being determined by cognition and its errors, pointing out decision makers' affect as the result of multi-level adaptations to the physical and social environment. Management decisions are path dependent but not immutable; they, indeed, bank on the predominant feeling resulting from the modifying interactions and regulations of decision makers with their physical and social environment. Here, decision makers are proposed as "emotional cognizers" overcoming the thinking-feeling dichotomy that has often featured in the study of management decisions. This theory is beneficial for behavioral strategy, offering the needed assumptions to intertwine human cognition, emotions, and social behavior.

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“…Fineman (2003) refers to such informal spaces as 'emotionalized zones' to share and express emotions, rather than deliberately designed break-out spaces. In these spaces HR peers came together like Korcynski's (2003) 'communities of coping', to socially share negative emotions (Yang and Kelly, 2015) and experiences. When they remembered they took time out for themselves, either individually or in peer groups, using devices to protect the self from harmful emotions (Cramer, 1998).…”

Section: Discussionmentioning

confidence: 99%

“…Seeking support from others, such as sharing emotions with confidantes or with a team, might be used for purposes such as "venting" or releasing emotions to others to gain their empathy or moral support, or in a more practical way to gain advice (Carver et al, 1989). Socially sharing negative emotions is suggested to lead to positive outcomes for both individuals and team members, strengthening existing workplace relationships (Yang and Kelly, 2015). Korcynski (2003) identified 'communities of coping' where call centre workers collectively released workplace tensions, away from the formality of management control.…”

Section: Navigating Emotionmentioning

confidence: 99%

Navigating emotion in HR work: caring for ourselves?

Rivers

2019

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Purpose The purpose of this paper is to understand how human resource (HR) practitioners subjectively experience emotions in their working lives and how they navigate emotionally challenging work. Design/methodology/approach A narrative methodology and participant-led photo-elicitation methods were used with five HR practitioners from different sectors to uncover experiences of emotion in their work. Findings Participants describe themselves as perceived by non-HR employees as non-emotional human beings, expected to “take” emotional expression from others, but to display little themselves. HR practitioners use emotion-focussed coping strategies, both self and team-care, to cope with the emotionally challenging work inherent in their role. Research limitations/implications As a pilot study of five participants, further research is needed to strengthen the findings; however, the in-depth qualitative methods used provide rich insight into their working lives. Practical implications HR practitioners’ well-being should not be taken for granted or overlooked in organisations. Opportunities for informal networking with HR communities and training/coaching interventions could provide support on approaches to the emotional challenges faced. Originality/value This paper provides insights into how HR practitioners experience the challenges of their work, in contrast to mainstream research emphasising the impact of human resource management policy and practices on employees and organisations. Attention is drawn to the subjective experience of emotion, rather than the mainstream objectification, managerialisation and generalisation of emotion.

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The positive outcomes of ‘Socially Sharing Negative Emotions’ in workteams: A conceptual exploration

Cited by 16 publications

References 75 publications

Manager as coach characteristics for dealing with team challenge

Manager as coach characteristics for dealing with team challenge

“I feel and think, therefore I am”: An Affect-Cognitive Theory of management decisions

Navigating emotion in HR work: caring for ourselves?

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