Emotional reactions in non-human animals and social-functional theories of emotion

The debate about animal emotions relies heavily on empirical evidence, which is often open to multiple interpretations. This ambiguity allows researchers at either end of the spectrum to perceive support for their positions in study results. Thus, evidence reported by Cook and colleagues (2018) – that dogs’ trait aggression is associated with their amygdala activation when watching their caregivers feed a fake dog – may be interpreted by some as neural evidence for jealousy in dogs and by others as an artefact of the study design. I argue that the discussion should be complemented with a greater consideration of theoretical arguments about the (social) functions of emotions. Theory and research on the intrapersonal and interpersonal effects of emotions are consistent with the hypothesis that various non-human social animals can experience and communicate emotions, although the labeling of these emotions is not self-evident

Animals may be more reliably emotional than humans

Despite considerable advances in the study of animal sentience, reluctance to credit non-human animals with emotional capacities persists. I argue that this reluctance is untenable in light of (evolutionary) theory and empirical evidence. Humans may differ from animals in their ability to reflect on, reason about, and deliberately regulate their emotions. If anything, however, this implies animals’ emotional displays provide a more valid and reliable window into their internal states than do humans’, whose displays may be strategically altered. Any signs of pleasure or distress thus constitute direct readouts of animal wellbeing. It is time we start treating animals accordingly

Get Angry, Get Out: The Interpersonal Effects of Anger Communication in Multiparty Negotiation

Research on multiparty negotiation has investigated how parties form coalitions to secure payoffs but has not addressed how emotions may affect such coalition decisions. Extending research on bilateral negotiations which has generally argued that it is beneficial to communicate anger, we argue that it constitutes a considerable risk when there are more than two people present at the negotiation table. Using a computer-mediated coalition game we show that communicating anger is a risky strategy in multiparty bargaining. The main findings of three studies were that participants: (1) form negative impressions of players who communicate anger and therefore (2) exclude such players from coalitions and from obtaining a payoff share, but (3) make considerable concessions on those rare occasions that they choose to form a coalition with an angry player, or (4) when they had to form a coalition with an angry player. We discuss the implications of these results for theorizing on emotions, negotiations, and coalition formation

When (not) to empathize:The differential effects of combined emotion recognition and empathic concern on client satisfaction across professions

Previous research found inconsistent associations between individuals’ emotion recognition ability and their work-related outcomes. This research project focuses on client satisfaction as a core work-related outcome. We argue that service settings differentially affect clients’ emotional goals, activating either socio-affective goals or goals targeting cognitive clarity. In service settings activating clients’ socio-affective goals, clients are expected to respond favorably if service providers combine emotion recognition with high empathic concern; in service settings activating clients’ cognitive clarity goals, clients are expected to respond more favorably if service providers combine emotion recognition with low empathic concern. Study 1 confirmed that service settings differentially affect clients’ emotional goals, with hairdressing settings activating socio-affective goals and psychotherapy settings triggering cognitive clarity goals. Accordingly, hairdressing clients were more satisfied if service providers combined emotion-recognition ability with high trait empathic concern (Study 2). Conversely, in the context of psychotherapy, clients were more satisfied if therapists’ combined emotion-recognition ability with low trait empathic concern (Study 3). Thus, service contexts moderate the effect of affective responses to clients’ emotional signals in a predictable manner

Interacting Dimensions of Diversity: Cross-Categorization and the Functioning of Diverse Work Groups

We conducted an experiment to show how the interplay between informational diversity and other dimensions of diversity can account for some of the inconsistent effects of informational diversity in previous research. 70 four-person groups involved in a decision-making task received homogeneous or heterogeneous information. By manipulating gender composition and bogus personality feedback we created groups that either had a potential faultline (a basis for subgroup categorization) or were homogeneous on these dimensions. In potential faultline groups, heterogeneity of information either converged with or cross-cut the other dimensions of diversity. Results showed that informational diversity enhanced group functioning when it was crossed rather than converged with the potential faultline

Bridging Faultlines by Valuing Diversity: Diversity Beliefs, Information Elaboration, and Performance in Diverse Work Groups

Although there are numerous potential benefits to diversity in work groups, converging dimensions of diversity often prevent groups from exploiting this potential. In a study of heterogeneous decision-making groups, we examined whether the disruptive effects of diversity faultlines can be overcome by convincing groups of the value in diversity. Groups were either persuaded of the value of diversity or of the value of similarity for group performance, and they were provided with either homogeneous or heterogeneous information. As expected, informationally diverse groups performed better when they held pro-diversity rather than pro-similarity beliefs, whereas the performance of informationally homogeneous groups was unaffected by diversity beliefs. This effect was mediated by group-level information elaboration. Implications for diversity management in organizations are discussed

Emotional reactions to deviance in groups: the relation between number of angry reactions, felt rejection, and conformity

How many members of a group need to express their anger in order to influence a deviant group member's behavior? In two studies, we examine whether an increase in number of angry group members affects the extent to which a deviant individual feels rejected, and we investigate downstream effects on conformity. We show that each additional angry reaction linearly increases the extent to which a deviant individual feels rejected, and that this relation is independent of the total number of majority members (Study 1). This felt rejection is then shown to lead to anti-conformity unless two conditions are met: (1) the deviant is motivated to seek reacceptance in the group, and (2) conformity is instrumental in gaining reacceptance because it is observable by the majority (Study 2). These findings show that angry reactions are likely to trigger anti-conformity in a deviant, but they are also consistent with a motivational account of conformity, in which conformity is strategic behavior aimed at gaining reacceptance from the group

Emotions as strategic information: effects of other's emotional expressions on fixed-pie perception, demands, and integrative behavior in negotiation

"Negotiators often fail to reach integrative ('win–win') agreements because they think that their own and other’s preferences are diametrically opposed—the so-called fixed-pie perception. We examined how verbal (Experiment 1) and nonverbal (Experiment 2) emotional expressions may reduce fixed-pie perception and promote integrative behavior. In a two-issue computer-simulated negotiation, participants negotiated with a counterpart emitting one of the following emotional response patterns: (1) anger on both issues, (2) anger on participant's high priority issue and happiness on participant's low-priority issue, (3) happiness on high priority issue and anger on low-priority issue, or (4) happiness on both issues. In both studies, the third pattern reduced fixed-pie perception and increased integrative behavior, whereas the second pattern amplified bias and reduced integrative behavior. Implications for how emotions shape social exchange are discussed." (author's abstract

Does anger expression help or harm leader effectiveness? The role of competence-based versus integrity-based violations and abusive supervision

The question of how leaders’ expressions of anger influence their effectiveness has long intrigued researchers and practitioners. Drawing on emotions as social information theory, we suggest the effects of leaders’ expressions of anger depend on both the type of violation about which anger is expressed and the type of leader who expresses it. We test this in a series of studies using experimental and field methods. Study 1 shows that a leader’s anger expression in response to followers’ integrity-based violations enhances observers’ perceptions of leader effectiveness, whereas anger in response to followers’ competence-based violations diminishes observers’ perceptions of leader effectiveness. Study 2 shows that these divergent effects occur because anger in response to integrity-based violations elicits beneficial inferential reactions among followers who observed the anger, whereas anger in response to competence-based violations provokes harmful affective reactions. Study 3 demonstrates that the negative effects of anger expressed toward competence-based violations are exacerbated, and positive effects of anger expressed toward integrity-based violations weakened, when a leader is perceived as abusive. These findings help reconcile divergent perspectives on the effects of leader anger expression, suggesting that anger can enhance perceived leader effectiveness when expressed in the right situation and by the right person