Mood and Emotions in Small Groups and Work Teams

By J. Kelly, Sigal G. Barsade. 2001

1,071 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/5218f2a2db6ddb814cc5af96fc2878ece86e37d9

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Citations in the corpus

Moving emotional labor beyond surface and deep acting (2012, neutral): “…Brief, 1996), leadership (e.g., Gooty, Connelly, Griffith, & Gupta, 2010), workplace attitudes (e.g., Weiss & Cropanzano, 1996), conflict management and negotiation (e.g., Fulmer & Barry, 2004; van Kleef, De Dreu, & Manstead, 2004), and team functioning (e.g., Barsade, 2002; Kelly & Barsade, 2001).”
What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders (2009, neutral): “Thus, as a result of proximity and constant social interaction, negative affective displays can influence other team members' perceptions of their exchange relationships (e.g., Kelly & Barsade, 2001).”
Coordination as Energy-in-Conversation (2005, neutral): “Energy is also a collective experience because affect tends to converge among people who interact with each other ( Kelly & Barsade, 2001 ).”
Just Feelings? The Role of Affect in the Formation of Organizational Fairness Judgments (2011, background): “Like incidental emotions, moods can be initiated by events that occur outside the work context and from affective predispositions (Kelly & Barsade, 2001; Weiss & Cropanzano, 1996).”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, background): “Lewis, K. M. (2000). When leaders display emotion: how followers respond to negative emotional expression of male and female leaders. Journal of Organizational Behavior, 21, 221–234. Locke, E. A. (2005). Why emotional intelligence is an invalid concept.”
The positive effect of expressing negative emotions on knowledge creation capability and performance of project teams (2016, background): “They may influence group processes and outcomes (Bartel and Saavedra, 2000; Kelly and Barsade, 2001, and thus teams benefit from promoting and recognizing a range of emotions (e.g., Chang et al., 2012; Druskat and Wolff, 2001; Elfenbein, 2006).”
Modeling team knowledge sharing and team flexibility: The role of within-team competition (2014, background): “In addition, hypercompetitive situations can engender negative interpersonal affect (e.g. hatred and aggression) and, thus, have a negative effect on within-team interactions, such as sharing knowledge (Kelly and Barsade, 2001; Sy et al., 2005).”
Happiness at work. (2010, background): “…contagion may occur from leader to follower (Bono and Ilies 2006; Johnson 2008; Sy et al. 2005) among teammates (cf. Bakker et al. 2006; Barsade 2002; Ilies et al. 2007; Kelly and Barsade 2001; Totterdell 2000; Walter and Bruch 2008), and from customer to service-provider (Dallimore et al. 2007).”
Learning from Business Failure: Propositions of Grief Recovery for the Self-Employed (2003, background): “^Emotions can also influence group cohesion, commitment, and performance ( Kelly & Barsade, 2001 ).”
Darwinism, behavioral genetics, and organizational behavior: A review and agenda for future research. (2006, background): “Affect is an inclusive term that refers to both emotions and moods (Ashforth & Humphrey, 1995; Kelly & Barsade, 2001).”
Affective and motivational consequences of leader self-sacrifice: The moderating effect of autocratic leadership (2006, background): “Group and organizational functioning depends to a large extent on how happy and motivated to pursue the collective welfare its members feel ( Kelly & Barsade, 2001; Smith, Caroll, & Ashford, 1995).”
A multilevel study of leadership, empowerment, and performance in teams. (2007, background): “In other domains, researchers have argued that affect can transfer from one team member to another, resulting in positive correlations between individual and team affect (Kelly & Barsade, 2001).”