Study 1 was completed in partial fulfillment of a dissertation requirement. I would like to thank my advisor (Charles O'Reilly) and my reading committee members (Lara Tiedens and Maggie Neale) for their invaluable comments and suggestions regarding my work. I am grateful to Daniel Feldman, Melenie Lankau, Robert Hirschfeld, and two anonymous reviewers for their helpful comments on a previous draft of this manuscript.
Workplace Expression of Emotions and Escalation of Commitment1
Version of Record online: 1 OCT 2009
© 2009 Copyright the Authors. Journal compilation © 2009 Wiley Periodicals, Inc.
Journal of Applied Social Psychology
Volume 39, Issue 10, pages 2396–2424, October 2009
How to Cite
O'Neill, O. A. (2009), Workplace Expression of Emotions and Escalation of Commitment. Journal of Applied Social Psychology, 39: 2396–2424. doi: 10.1111/j.1559-1816.2009.00531.x
- Issue online: 1 OCT 2009
- Version of Record online: 1 OCT 2009
These studies examined the effects of expressions of anger and guilt in the workplace on escalation of commitment. Study 1 examined the relationship between employees' reports of coworkers' emotion expressions and continued investment in a poorly performing subordinate. Study 2 tested the effects of leader expressions of anger and guilt on continued investment in a failing project. Results of both studies demonstrate that expressions of anger lead to greater escalation of commitment, while expressions of guilt lead to de-escalation. Experimental results indicate that the effects of emotion expressions on escalation are strongest when individuals are collectively responsible for the initial decision, a finding that was mediated by feelings of psychological safety.