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Full Terms & Conditions of access and use can be found at Download by: [Northcentral University] Date: 23 October 2017, At: 10:17 Organization Management Journal ISSN: (Print) 1541-6518 (Online) Journal homepage: Mapping the Association of Emotional Contagion to Leaders, Colleagues, and Clients: Implications for Leadership Laura Petitta & Shahnaz Naughton To cite this article: Laura Petitta & Shahnaz Naughton (2015) Mapping the Association of Emotional Contagion to Leaders, Colleagues, and Clients: Implications for Leadership, Organization Management Journal, 12:3, 178-192, DOI: 10.1080/15416518.2015.1073577 To link to this article: Published online: 15 Oct 2015. Submit your article to this journal Article views: 290 View related articles View Crossmark data Citing articles: 1 View citing articles
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Organization Management Journal , 12: 178–192, 2015 Copyright © Eastern Academy of Management ISSN: 1541-6518 online DOI: 10.1080/15416518.2015.1073577 Mapping the Association of Emotional Contagion to Leaders, Colleagues, and Clients: Implications for Leadership Laura Petitta 1 and Shahnaz Naughton 2 1 Department of Psychology, Sapienza University of Rome, Rome, Italy 2 College of Business, Victoria University, Melbourne, Australia This article investigates emotional contagion in workplaces by proposing an expanded approach that simultaneously considers contagion both absorbed by (i.e., contagion absorbed) and issued toward (i.e., contagion infected) others, namely, within-individual bidirectional contagion. Furthermore, it explores the differen- tial association of contagion to leaders, colleagues, and clients, namely, a holistic mapping. Participants ( N = 694) from six orga- nizations were asked how frequently they both absorbed and transmitted four basic emotions from or to others, and whether the emotional experience occurred with regard to their lead- ers, colleagues, and clients. The findings reveal that positive and negative emotions considered for within-individual bidirectional contagion were more frequently experienced with colleagues fol- lowed by clients, whereas leaders were the least associated with emotional contagion. The relevance of a holistic mapping of emo- tional contagion in work settings and its implications for leadership are discussed. Organization Management Journal , 12: 178–192, 2015. doi: 10.1080/15416518.2015.1073577 Keywords clients; colleagues; emotional contagion; holistic mapping; leaders During the past decade the study of emotions in organiza- tional behavior has become central to understanding expe- riences at work (Ashkanasy & Humphrey, 2011 ). Several affect-related phenomena have fueled an explosion of inter- est in the investigation of emotion in organizations. Emotional contagion (EC) is the automatic and unintentional tendency of people to catch / absorb another individual’s emotional expe- rience (i.e., EC absorbed) and simultaneously infect others with their own emotions (i.e., EC infected), thereby achiev- ing emotional convergence during social interactions (Hatfield, Cacioppo, & Rapson, 1994 ). Emotional contagion occurs below
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