Process Of Emotional Contagion Research Articles

A Neuroscience Perspective of Emotions in the Formation of Shared Vision

We put forth a theory of visionary leadership that considers emotional qualities of both leaders and followers. A basic premise of our theory is that neuroscience phenomena can help provide a better understanding of how effective vision is formed, as well as how it is received on the part of followers. Specifically, we outline the neurological bases of leader emotional equanimity and empathy, and neurological processes that become activated as followers become engaged in vision formation. We further incorporate emotional contagion processes in our theory, and an important end result is the sharing of vision among leaders and followers.

The Service Smile Chain: The Emotional Contagion and Carryover Effects that Link Leader to Customer

This study examines the emotional contagion process in service encounters, in which service employee emotions are transmitted to customers and further influence customer re-patronage intention. We trace the starting point of this contagion process beyond the service encounter to leader emotions. Data were collected from a field survey of 359 supervisor- subordinate-customer triads in a chain restaurant in China. The results supported our hypothesis that positive emotions conveyed by the leader are transmitted to customers via service employee positive emotions, and further increases customer re-patronage intention. However, no such contagion effect was found for negative emotions. Specifically, although leader negative emotions appear to be contagious to employees, the contagion process is terminated in the service encounter when employees meet customers. Implications of the findings and suggestions for future research are discussed.

Understanding emotional transitions: The interpersonal consequences of changing emotions in negotiations.

Research on the interpersonal functions of emotions has focused primarily on steady-state emotion rather than on emotional transitions, the movement between emotion states. The authors examined the influence of emotional transitions on social interactions and found that emotional transitions led to consistently different outcomes than their corresponding steady-state emotions. Across 2 computer-mediated negotiations and a face-to-face negotiation, participants negotiating with partners who displayed a "becoming angry" (happy to angry) emotional transition accepted worse negotiation outcomes yet formed better relational impressions of their partners than participants negotiating with partners who displayed steady-state anger. This relationship was mediated through 2 mechanisms: attributional and emotional contagion processes. The "becoming happy" (angry to happy) emotional transition as compared with steady-state happiness was not significantly related to differences in negotiation outcomes but was significantly related to differences in relational impressions, where perceivers of the "becoming happy" emotional transition gave their partners lower relational impression ratings than perceivers of steady-state happiness.

Multiple emotional contagions in service encounters

This paper investigates the dynamic impact of multiple sequential emotional displays by employees on customers’ negative emotions. Using video-based stimuli to manipulate emotional displays by employees, this study shows the sequential occurrences of negative and positive emotional contagions in service failure and recovery encounters. The results suggest that higher levels of employees’ negative emotional displays lead to a greater increase in customers’ negative emotions through the process of negative emotional contagion during service failure. More importantly, we find that positive emotional displays by employees can decrease customers’ negative emotions through the process of positive emotional contagion during service recovery, i.e., higher levels of employee positive emotional displays lead to a greater decrease in customers’ negative emotions. In addition, no matter whether customers experience higher or lower levels of employee positive emotional displays during service recovery, their final negative emotions cannot fully return to their emotional levels prior to service failure. However, for customers experiencing higher levels of employee positive emotional displays, their final negative emotions can be greatly mitigated and are closer to their initial emotional levels, as compared to customers experiencing lower levels of employee positive emotional displays. The results further indicate that susceptibility to emotional contagion increases the effect of employees’ negative (positive) emotional displays on customers’ negative emotions during service failure (recovery). The findings of this study suggest that service firms should provide effective training to their frontline service employees so that they can display proper positive emotions during service encounters.

What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders

We present a follower-centric model of leadership that integrates multiple levels of analysis, and includes emotional contagion as a key meso-level process. In our model, leadership at the individual level is manifested in terms of the leader's favoritism toward members and affective displays. Drawing upon affective events theory, we argue that member perceptions of a leader's behaviors and member attributions of insincerity result in negative emotions. Through a process of emotional contagion, the negative emotions then spread to other individuals in the group. These are in turn reflected in the group's affective climate and trust climate, and also in the quality of leader-member and team-member relationships. In the end, this results in organizational-level disapproval of the leader and cynicism towards the leader. Included as moderators in the model are task interdependence, the temporal context, reward systems, emotional labor requirements, organizational culture, and power distance. We conclude with a discussion of boundary conditions, and implications of our model for research, theory, and practice.

Emotional responses to music: experience, expression, and physiology

A crucial issue in research on music and emotion is whether music evokes genuine emotional responses in listeners (the emotivist position) or whether listeners merely perceive emotions expressed by the music (the cognitivist position). To investigate this issue, we measured self-reported emotion, facial muscle activity, and autonomic activity in 32 participants while they listened to popular music composed with either a happy or a sad emotional expression. Results revealed a coherent manifestation in the experiential, expressive, and physiological components of the emotional response system, which supports the emotivist position. Happy music generated more zygomatic facial muscle activity, greater skin conductance, lower finger temperature, more happiness and less sadness than sad music. The finding that the emotion induced in the listener was the same as the emotion expressed in the music is consistent with the notion that music may induce emotions through a process of emotional contagion.

The moderating effects of gender roles on service emotional contagion

This study attempts to examine how service personnel's appearances, attitudes, and behaviours affect customers' emotions and thus their satisfaction and loyalty; it also considers gender roles an important moderator, in that customers with different gender roles may detect and feel differently when they are exposed to personnel's appearances, attitudes, and behaviours. Empirical data were collected from customers in clothing shops in Taiwan. The results suggest that customers with androgynous role more sensitive to the emotional contagion process. Managerial implications and future research directions are also discussed.

The Influence of Angry Customer Outbursts on Service Providers' Facial Displays and Affective States

This article explores the existence and extent of emotional contagion, as measured by facial displays and reported affective states, in a service failure event. Using video vignettes of customers complaining about a service failure as stimulus material, the authors measured the facial displays and affective states of service providers as proxies for emotional contagion. Following a two-step approach, service providers' facial expressions were first recorded and assessed, revealing that service providers' facial displays matched those of the angry consumer. Second, a mixed ANOVA revealed service providers reported stronger negative affective states after exposure to an angry complaint than prior to exposure. The results demonstrated that during a complaint situation, angry outbursts by consumers can initiate the emotional contagion process, and service providers are susceptible to “catch” consumer anger through emotional contagion. Implications for complaint management and future research are discussed.

SERVICE WITH A SMILE: EMOTIONAL CONTAGION IN THE SERVICE ENCOUNTER.

This study focuses on the antecedents and consequences of displayed emotion in organizations. I propose that customers “catch” the affect of employees through emotional contagion processes. Results...