Affect from the top down: How powerful individuals' positive affect shapes negotiations

By Cameron P. Anderson, Leigh Thompson. 2004

211 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/881565b25ee309b274c11f8f1be3c6b2c0535a12

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Why and When Leaders’ Affective States Influence Employee Upward Voice (2017, background): “That is, low-power individuals, who are more dependent on high-power individuals than the reverse, are more attentive to and are more likely to mimic the emotions of highpower individuals (Anderson & Thompson, 2004; Van Kleef et al., 2004).”
Positive Organizational Scholarship (2007, unknown): “Anderson and Thompson (2004) demonstrated that negotiators who were higher in trait positive affect (and more likely to engage in positive emoting) induced greater mutual trust in the negotiation; this finding was used to help explain the higher integrative outcomes achieved when high power negotiat”
Governance and Trust in Family Firms: An Introduction (2010, background): “When founders experience positive emotions, and therefore approach relationships in a trusting manner (Anderson & Thompson, 2004), they may be more likely to establish an organizational culture based on stewardship (i.e., Davis, Schoorman, & Donaldson, 1997; Eddleston & Kellermanns, 2007).”
The feedforward interview (2010, unknown): “Second, putting the person with more power in the dyad (the supervisor) in a positive mood is known to increase the likelihood of reaching a win-win outcome in non-equal dyadic negotiations (Anderson & Thompson, 2004).”
Paradox in Positive Organizational Change (2008, unknown): “…has found that dominant positivity also enhances creativity (Amabile, Barsade, Mueller, & Staw, 2005), interpersonal trust in relationships (Anderson & Thompson, 2004; Rhee, Dutton, & Bagozzi, 2006), productivity (Bolino, Turnley, & Bloodgood, 2002; Rhoades & Eisenberger, 2002), and…”
Passion Isn't Always a Good Thing: Examining Entrepreneurs' Network Centrality and Financial Performance with a Dualistic Model of Passion (2014, unknown): “Passion Isn’t Always a Good Thing 16 experience and display positive affect, have an advantage in that such positive emotional displays help to communicate their trustworthiness and cooperativeness, thereby assuaging others’ concerns about exposing their vulnerabilities to them (Anderson and Thompso”
Sticks and Stones: Language, Face, and Online Dispute Resolution (2007, background): “Research suggests that the display of positive emotion signals the expresser's readiness to cooperate and prosocial orientation (Anderson & Thompson, 2004; Frank, 1988; Fridlund, 1994; Knutson, 1996).”
I feel, therefore you act: Intrapersonal and interpersonal effects of emotion on negotiation as a function of social power (2010, methodology): “Whatever may cause the outcome, some evidence does suggest that LPNs work harder to find opportunities for value creation—for example, by asking more diagnostic questions of their counterparts (De Dreu & Van Kleef, 2004; but see C. Anderson & Thompson, 2004).”
Emotions in negotiation (2008, background): “Even when the feelings are induced in the simplest ways, negotiators indicate that they have increased confidence in their judgments, more creative approaches to solving problems, expect more favorable outcomes, and offer more concessions (Baron 1990; Carnevale and Isen 1986; Kopelman et al. 2006 )”
Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level (2011, result): “Further, this study emphasizes the importance of investigating affect in conjunction with trust and adds to the emerging literature on this issue (Anderson & Thompson, 2004; Dunn & Schweitzer, 2005; Michaelis, Stegmaier, & Sonntag, 2009) by demonstrating that the relationship between positive…”
Reading your Counterpart: The Benefit of Emotion Recognition Accuracy for Effectiveness in Negotiation (2006, result): “We note that other recent research on individual differences and negotiation has also found emotional traits that are predictive of outcomes for only one member of a dyad (Anderson and Thompson 2004; White et al. 2004), and that offer a related speculation for this observation in our results.”
A Reciprocal Influence Model of Social Power: Emerging Principles and Lines of Inquiry (2008, methodology): “Guided by these criteria, Anderson et al. (2001) studied the emergence of hierarchies in three different groups: an all-male fraternity at a Midwestern university; an all female sorority at a Southern university; and in a longitudinal study of the members of a mixed-sex residence hall on a college c”