Managing Emotions During Team Problem Solving: Emotional Intelligence and Conflict Resolution

Jordan, Peter Jeffrey; Troth, Ashlea Clare

doi:10.1207/s15327043hup1702_4

Cited by 394 publications

(377 citation statements)

References 44 publications

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“…Mood feedback however showed no influence on subjective measures of team satisfaction and team climate. This is somewhat astonishing since it was expected that knowing about other team members' mood would help to build and maintain positive relationships and facilitate conflict resolution [2]. There may be a number of reasons why the anticipated effect did not occur.…”

Section: Discussionmentioning

confidence: 99%

“…The accurate perception and understanding of other team members' affective state is hence an important factor for successful leadership behavior. Understanding fellow team member's affective state is however not only important for group leaders but also for members of a team in general [14,2]. Awareness of fellow team members' affective states helps to maintain effective relationships, contributes to better information exchange and decision making in teams and facilitates conflict resolution [2].…”

Section: Mood and Emotions In Teamworkmentioning

confidence: 99%

“…The accurate perception and understanding of team members' affective states for example has proved to have a positive influence on team processes and team performance [2]. In consideration of the importance of an accurate understanding of fellow team members' affective states for an effective and satisfactory collaboration in teams, a tool was developed that represents fellow team members' current mood by means of a visual feedback.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Computer-Supported Work in Partially Distributed and Co-located Teams: The Influence of Mood Feedback

Sonderegger

Lalanne

Bergholz

et al. 2013

Human-Computer Interaction – INTERACT 2013

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Abstract. This article examines the influence of mood feedback on different outcomes of teamwork in two different collaborative work environments. Employing a 2 x 2 between-subjects design, mood feedback (present vs. not present) and communication mode (face-to-face vs. video conferencing) were manipulated experimentally. We used a newly developed collaborative communication environment, called EmotiBoard, which is a large vertical interactive screen, with which team members can interact in a face-to-face discussion or as a spatially distributed team. To support teamwork, this tool provides visual feedback of each team member's emotional state. Thirty-five teams comprising 3 persons each (with a confederate in each team) completed three different tasks, measuring mood, performance, subjective workload, and team satisfaction. Results indicated that the evaluation of the other team members' emotional state was more accurate when the mood feedback was presented. In addition, mood feedback influenced team performance positively in the video conference condition and negatively in the face-to-face condition. Furthermore, participants in the video conference condition were more satisfied after task completion than participants in the face-to-face condition. Findings indicate that the mood feedback tool is helpful for teams to gain a more accurate understanding of team members' emotional states in different work situations.

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Section: Discussionmentioning

confidence: 99%

Section: Mood and Emotions In Teamworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Computer-Supported Work in Partially Distributed and Co-located Teams: The Influence of Mood Feedback

Sonderegger

Lalanne

Bergholz

et al. 2013

Human-Computer Interaction – INTERACT 2013

View full text Add to dashboard Cite

show abstract

“…First, an individual with a greater ability to manage emotions is more likely to successfully resolve conflicts (Fitness, 2000;Jordan and Troth, 2004), by reducing group members' feelings of anger, which could potentially distract them from completing tasks (Jordan et al, 2002). Second, by enhancing positive feelings, these individuals can be better at overcoming frustration when encountering problems, maintaining confidence in the face of unexpected problems, and generating enthusiasm for completing work tasks (Wolff, 2002).…”

Section: Emergence Of Task Leadersmentioning

confidence: 99%

Uncovering the role of emotional abilities in leadership emergence. A longitudinal analysis of leadership networks

Emery

2012

Social Networks

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“…A wide variety of emotional intelligence research has been conducted to assess the relationship between emotional intelligence and other related variables such as emotional intelligence and job performance as well as team performance (Druskat and Wolff 2001;Goleman 1998;Huy 1999;Jordan et al 2002;Jordan and Troth 2004;Mayer et al 2000;Wong and Law 2002); emotional intelligence and transformational leadership (Mandell and Pherwani 2003); emotional intelligence and the "attitude toward organizational change" (Vakola et al 2004: 88). However, only few studies have investigated emotional intelligence in the context of expatriates.…”

Section: Emotional Intelligencementioning

confidence: 99%

Enhancing Cross-Cultural Training Efficacy on Expatriate Adjustment through Emotional Intelligence and Social Capital

Susanto

Rostiani

2012

GADJAH MADA INT. J. BUS.

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Abstract:Cross cultural training is widely believed to make a positive contribution to expatriate adjustment. In practice, however, it is very costly and sometimes ineffective for expatriates. Therefore, there is a growing importance placed on increasing the cost effectiveness or enhancing the efficacy of crosscultural training by functioning individual expatriate's social capital and emotional intelligence as moderating variables towards expatriate's adjustment and performance. To do so we blend ideas drawn from social capital theory and emotional intelligence to develop the structure that underlies the logic of this paper. Thus, this paper uses social capital and emotional intelligence theories to enrich extant literature on expatriate adjustment Abstrak: Pelatihan lintas budaya telah dipercaya memberikan kontribusi positif bagi proses penyesuaian ekspatriat. Meskipun demikian, dalam prakteknya, pelatihan tersebut sangat mahal dan terkadang tidak efektif. Oleh karena itu, penting untuk meningkatkan efektivitas biaya atau pencapaian pelatihan lintas budaya dengan memfungsikan modal sosial dan kepintaran emosi ekspatriat sebagai variabel pemoderasi antara penyesuaian ekspatriat dan kinerjanya. Penulis menggabungkan beberapa ide dari teori modal sosial dan kepintaran emosional untuk membangun sebuah kerangka sebagai dasar tulisan ini. Oleh karena itu, tulisan ini menggunakan teori modal sosial dan teori kepintaran emosional untuk memperkaya literatur mengenai penyesuaian ekspatriat.

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Managing Emotions During Team Problem Solving: Emotional Intelligence and Conflict Resolution

Cited by 394 publications

References 44 publications

Computer-Supported Work in Partially Distributed and Co-located Teams: The Influence of Mood Feedback

Computer-Supported Work in Partially Distributed and Co-located Teams: The Influence of Mood Feedback

Uncovering the role of emotional abilities in leadership emergence. A longitudinal analysis of leadership networks

Enhancing Cross-Cultural Training Efficacy on Expatriate Adjustment through Emotional Intelligence and Social Capital

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