Barsade is the co-author of a
new paper titled, “Why Does Aff ect Matter in Organizations?” (“Aff ect” is another word for “emotion” in organizational behavior studies.) The answer: Employees’ moods, emotions, and overall dispositions have an impact on job performance, decision making, creativity, turnover, teamwork, negotiations and leadership.
“The state of the literature shows
that aff ect matters because people are not isolated ’emotional islands.’ Rather, they bring all of themselves to work, including their traits, moods and emotions, and their aff ective experiences and expressions infl uence others,” according to the paper, co-authored by Donald Gibson of Fairfi eld University’s Dolan School of Business. An “aff ective revolution” has
occurred over the last 30 years as academics and managers alike have come to realize that employees’ emotions are integral to what happens in an organization, says Barsade, who has been doing research in the area of emotions and work dynamics for 15 years. “Everybody brings their emotions to work. You bring your brain to work. You bring your emotions to work. Feelings drive performance. They drive behavior and other feelings. Think of people as emotion conductors.” In the paper, Barsade and Gibson consider three diff erent types of feelings: • Discrete, short-lived emotions, such as joy, anger, fear and disgust.
• Moods, which are longer-lasting feelings and not necessarily tied to a particular cause. A person is in a cheerful mood, for instance, or feeling down.
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• Dispositional, or personality, traits, which defi ne a person’s overall approach to life. “She’s always so cheerful,” or “He’s always looking at the negative.” All three types of feelings can be
contagious, and emotions don’t have to be grand and obvious to have an impact. Subtle displays of emotion, such as a quick frown, can have an eff ect as well, Barsade says. She off ers this example: “Say your boss is generally in very good humor, but you see him one day at a meeting and his eyes fl ash at you. Even if they don’t glare at you for the rest of the meeting, his eyes have enunciated some valuable information that is going to have you concerned and worried and off center for the rest of the meeting.”
Barsade suggests that while some people are better than others at controlling their emotions, that doesn’t mean their coworkers aren’t picking up on their moods. “You may not think you are showing emotion, but there’s a good chance you are in your facial expression or body language. Emotions we don’t even realize we are feeling can infl uence our thoughts and behaviors.” The researchers’ paper discusses a concept known as “emotional labor,” in which employees regulate their public displays of emotion to comply with certain expectations. Part of this is “surface acting,” in which, for instance, the tired and stressed airline customer service agent forces himself to smile and be friendly with
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