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The positive outcomes of ‘Socially Sharing Negative Emotions’ in workteams: A conceptual exploration

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  • Yang, Inju
  • Kelly, Aidan

Abstract

In this conceptual paper, we argue that Socially Sharing Negative Emotions (SSNE) could lead to positive outcomes beyond an individual level. SSNE is an intentional verbal communication where both a sharer, who experienced the original affective event, and team members, who noticed the emotional distress of a potential sharer, could be an initiator. Although SSNE has received little attention in the literature to date, it is a relatively common and beneficial process in the workplace. The goal of this paper is therefore to explore how/when SSNE can be effective for members of a team. ‘How’ SSNE could be functional will be examined by looking at the overall process of SSNE, and the question of ‘when’ will be explored in line with boundary conditions influencing the effectiveness of SSNE. We specify testable propositions to guide future research and consider boundary conditions for such SSNE to occur. As many boundary conditions could be time constrained, the main SSNE context taken into consideration in this paper is a newly formed team. Our exploration of SSNE highlights positive functions of negative emotions which contribute outcomes at an inter-personal and/or a group level where SSNE takes place.

Suggested Citation

  • Yang, Inju & Kelly, Aidan, 2016. "The positive outcomes of ‘Socially Sharing Negative Emotions’ in workteams: A conceptual exploration," European Management Journal, Elsevier, vol. 34(2), pages 172-181.
    • Handle: RePEc:eee:eurman:v:34:y:2016:i:2:p:172-181
    DOI: 10.1016/j.emj.2015.10.005
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    References listed on IDEAS

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    1. Zhijun Chen & Riki Takeuchi & Cass Shum, 2013. "A Social Information Processing Perspective of Coworker Influence on a Focal Employee," Organization Science, INFORMS, vol. 24(6), pages 1618-1639, December.
    2. Sy, Thomas & Choi, Jin Nam, 2013. "Contagious leaders and followers: Exploring multi-stage mood contagion in a leader activation and member propagation (LAMP) model," Organizational Behavior and Human Decision Processes, Elsevier, vol. 122(2), pages 127-140.
    3. Kathryn Pavlovich & Keiko Krahnke, 2012. "Empathy, Connectedness and Organisation," Journal of Business Ethics, Springer, vol. 105(1), pages 131-137, January.
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