The positive group affect spiral: a dynamic model of the emergence of positive affective similarity in work groups

By Frank Walter, Heike Bruch. 2008

236 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/68d7a934ddc5588e0dd451fb215642e09caf861c

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆ (2013, background): “…those qualities and high quality connections (Stephens, Heaphy, & Dutton, 2012) develop within the team, positive team affect spirals take place (Walter & Bruch, 2008), and dynamics of reciprocated positive acts occur at the team level (Avolio, Gardner, Walumbwa, Luthans, & May, 2004; Dirks &…”
Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level (2011, background): “…positive affective climate emerges from individuals' positive feelings through mechanisms of emotional contagion and affective sharing (Barsade, 2002; Walter & Bruch, 2008) and through socialization processes that transfer an organization's feeling rules among employees (Ashforth & Humphrey, 1993).”
The role of Task-orienTed versus relaTionship- orienTed leadership on normaTive conTracT and group performance (2009, background): “Furthermore, empirical evidence indicates that social interaction in working groups or teams produces shared phenomena (Hinsz, Tindale, & Vollrath, 1997; Walter & Bruch, 2008).”
Transmission of reduction‐oriented crafting among colleagues: A diary study on the moderating role of working conditions (2018, background): “Affective sharing is a prerequisite of learning from each other because in a safe and affective atmosphere behaviours are more easily detected and thus increase the likelihood of convergence among individuals (Bartel & Saavedra, 2000; Walter & Bruch, 2008).”
Feeling Good Makes Us Stronger: How Team Resilience Mediates the Effect of Positive Emotions on Team Performance (2016, methodology): “Moreover, it was shown that highquality group relationships should strengthen affective sharing over time, and consequently team members may display a stronger tendency to develop homogenous positive moods and emotions (Walter and Bruch 2008).”
Transformational leadership and service recovery performance: The mediating effect of emotional labor and the influence of culture (2019, background): “Third, transformational leaders demonstrate enthusiasm and excitement, encouraging followers to express positive emotions (Walter and Bruch, 2008).”
Effects of materialism on work-related personal well-being (2010, background): “In a work group context, this lack of connection may affect task performance (e.g. Walter and Bruch, 2008), which in turn may impact performance evaluations and the attainment of subsequent monetary rewards.”
The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2010, background): “A supportive environment, on the other hand, provides positive affect, a sense of predictability, and recognition of self-worth (Walter and Bruch 2008).”
Entrepreneurial passion diversity in new venture teams: An empirical examination of short- and long-term performance implications (2020, background): “…processes resident within teams impact their performance (e.g. Kelly and Barsade, 2001; Knight and Eisenkraft, 2015) such that positive affect operating between group members can significantly improve team processes and outcomes (Barsade et al., 2000; Walter and Bruch, 2008; Drnovsek et al., 2009).”
Positive organizational behavior: Engaged employees in flourishing organizations (2008, background): “Finally, in their theoretical article, Walter and Bruch (2008) develop a dynamic model of the emergence of positive affective similarity in work groups.”
Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead (2013, background): “The same applies to teams, whereby one positive experience between two team members can multiply such that other team members soon share similar positive experiences (Walter & Bruch, 2008).”
Group Emotions: Cutting the Gordian Knots Concerning Terms, Levels of Analysis, and Processes (2015, background): “Divergence may be important to interrupt both positive and negative spirals in groups (Hareli & Rafaeli, 2008; Walter & Bruch, 2008) that could conceivably lead to dangerous emotional similarity among group members over time.”