Reading your Counterpart: The Benefit of Emotion Recognition Accuracy for Effectiveness in Negotiation

By Hillary Anger Elfenbein, Maw-Der Foo, Judith B. White, H. Tan, V. C. Aik. 2006

330 citations recorded by the source corpus.

Using meta-analysis, we find a consistent positive correlation between emotion recognition accuracy (ERA) and goal-oriented performance. However, this existing research relies primarily on subjective perceptions of performance. The current study tested the impact of ERA on objective performance in a mixed-motive buyer-seller negotiation exercise. Greater recognition of posed facial expressions predicted better objective outcomes for participants from Singapore playing the role of seller, both in terms of creating value and claiming a greater share for themselves. The present study is distinct from past research on the effects of individual differences on negotiation outcomes in that it uses a performance-based test rather than self-reported measure. These results add to evidence for the predictive validity of emotion recognition measures on practical outcomes.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/c5cf3f1ad2fe912dfd36297475608099ad605988

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Citations in the corpus

Evidence for training the ability to read microexpressions of emotion (2011, neutral): “A meta-analysis of studies examining the relationship 36between emotion recognition and workplace performance 37reported an average effect of r = .20 (Elfenbein et al. 2007).”
An interpersonal approach to emotion in social decision making: the emotions as social information model (2010, background): “There is some evidence that successful decoding of emotion is an important factor in negotiating interpersonal relationships (Elfenbein et al., 2007).”
Emotional Intelligence in Marketing Exchanges (2011, background): “For example, recent research has suggested that sellers’ greater emotion recognition during negotiations with buyers can increase payoffs for both sellers and buyers (Elfenbein et al. 2007).”
Emotions in Management and the Management of Emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees (2010, result): “As far as we could fi nd, most of the studies that adopted one of these approaches suggest that EI is correlated with more positive work outcomes, improved performance and success at work (i.e., Coté and Miners 2006; Elfenbein et al. 2007; Rubin, Munz, and Bommer 2005).”
Emotional Intelligence in Organizations (2014, background): “The correct answers to problems about emotions, such as identifying which emotion is caused by a certain event or which emotion is displayed by targets,may vary by culture (Elfenbein et al. 2007,Morgan et al. 2010).”