Emotional Experiences in the Workplace: Biological Sex, Supervisor Nonverbal Behaviors, and Subordinate Susceptibility to Emotional Contagion

The effect of non-verbal mimicry on evaluations in interactions with cognitively (dis)similar individuals

Non-verbal mimicry (i.e., being posturally similar by copying another person's body language) has been shown to increase evaluations of the mimicker. Concurrently, extensive research in social psychology has demonstrated a negative effect on interpersonal evaluations when one perceives others as cognitively dissimilar, often resulting in interpersonal conflicts. Across two experiments (Experiment 1: N = 159, Experiment 2: N = 144), we tested our hypotheses that mimicry, compared with no mimicry, will make mimickers come across as more likable and competent regardless of whether they were perceived as cognitively dissimilar or not (Experiment 1) and regardless of the extent to which they were perceived as cognitively dissimilar (Experiment 2). Broadly, we found support for our hypotheses, and via mediation sensitivity analyses, we found that the effect of mimicry, at least for likability, was mediated by participants' perceived personal similarity to the mimicker. Non-verbal mimicry may thus be one way of alleviating interpersonal conflicts via increasing perceptions of personal similarity regardless of initial cognitive dissimilarity.

The impact of emotional contagion on workplace safety: Investigating the roles of sleep, health, and production pressure

Using emotional contagion theory and the Job Demands-Resources model as a theoretical foundation, we tested the proposition that higher levels of contagion of anger (i.e., a demand) vs. higher levels of contagion of joy (i.e., a resource) will be associated respectively with more vs. fewer sleep disturbances and health problems, which in turn are related to more workplace accidents and injuries. Moreover, we examined the moderating impact of production pressure (i.e., a contextual demand) on the relationship between emotional contagion and employee poor sleep and health. Data from 1000 employees in Italy showed that the conditional indirect effects of contagion of anger, but not of joy, on accidents and injuries via sleep and health problems were intensified as levels of production pressure increased. Furthermore, contagion of anger was positively associated with both sleep disturbances and health problems whereas contagion of joy was negatively related to only sleep disturbances. These findings suggest that the effect of anger that employees absorb during social interactions at work likely persists when coming at home and represents an emotional demand that impairs the physiological functions that regulate restorative sleep and energies recharging; and, this effect is even stronger among employees who perceived higher levels of organizational production pressure.

Leadership emotion: how leaders influence employee wellbeing and performance in the disaster and emergency management context

Leaders play a unique role in the disaster management context as they address the safety needs of communities and manage the complexities of the response and recovery task. Leaders who effectively navigate the challenges of leading in this unique context bring hope and positivity, uniting the efforts of community and government to address the needs of those seeking safety and support. Positive affect is one aspect of effective leadership that receives considerable attention in the academic literature but has, as yet, received little attention in the disaster and emergency management area. This paper draws on contemporary literature on the understanding of positive affect in leadership, bringing together the limited current literature in the area of leader affect in the emergency management context and identifying a significant gap. It calls for a research focus on positive affect in the unique context of disaster and emergency management and consideration of the implications for wellbeing and performance.