The Collective Construction of Work Group Moods

By Caroline A. Bartel, R. Saavedra. 2000

673 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/5777face558b2ddec8e9e3f172d8709027d8d944

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Building genuine trust through interpersonal emotion management: A threat regulation model of trust and collaboration across boundaries (2007, background): “The literature on emotional labor and the literature on emotional contagion, for instance, suggest that expressing positive moods and positive emotions such as joy, enthusiasm, pleasantness, and calm can influence the degree to which other individuals feel those same emotions (e.g., Barsade, 2002; B”
Emotional Dynamics and Strategizing Processes: A Study of Strategic Conversations in Top Team Meetings (2014, methodology): “The development of our coding scheme drew on and adapted several existing emotion coding guides (Bartel and Saavedra, 2000; Ekman and Friesen, 1984; Ekman and Rosenberg, 1997; Gottman et al., 1996; Retzinger, 1991; Roberts and Noller, 2005; Rusby et al., 1991; Scherer, 1986; Shaver et al., 1987),…”
Complaint and solution-oriented circles: Interaction patterns in work group discussions (2009, background): “Approving statements confirm and adopt others’ interpretation of the situation (Bartel & Saavedra, 2000).”
The influence of intra‐team conflict on work teams' affective climate: A longitudinal study (2008, background): “Emotional comparison and emotional contagion are important processes of influence that promote affective consistency within groups as well (Barsade, 2002; Bartel & Saavedra, 2000; Hatfield, Cacioppo, & Rapson, 1994).”
Emotional contagion in organizational life (2018, background): “In a study of 70 work teams performing diverse tasks, Bartel and Saavedra (2000) found results similar to those of Totterdell et al. (1998).”
Customer negative events and employee service sabotage: The roles of employee hostility, personality and group affective tone (2013, background): “When negative affective tone exits in the unit, service workers may feel additional stress due to the emotional comparison and social influence processes (Bartel & Saavedra, 2000; George, 1996).”
What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders (2009, positive): “The collective experience ofmembers' positive affectmay serve to form a positive group climate (Bartel & Saavedra, 2000), whichmay impact the leader's own felt emotions and performance (Tee & Ashkanasy, 2008).”
Change Readiness (2013, background): “…of antecedents of collective emotions, including task and social interdependence, the frequency and continuity of contact, mood regulation norms (Bartel & Saavedra, 2000)¸ identification with the work group (Mackie et al., 2000), commitment to the group, and work group climate (Totterdell et…”
We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance (2020, background): “Though it is tempting to suggest that leaders should encourage team members to express emotions freely, doing so could distract them from work tasks, or impact other team members and clients (e.g. patients, customers) (Barsade, 2002; Bartel and Saavedra, 2000).”
Less need to be there: Cross-level effects of work practices that support work-life flexibility and enhance group processes and group-level OCB (2007, background): “A growing literature focuses on the importance of caring and positive affect in groups (collective mood: Bartel & Saavedra, 2000; group emotion: Barsade & Gibson, 1998; group affective tone: George, 1990, 1996).”