The Role of Emotions in Management Committee Secrecy: A Theoretical Model Proposed
Type de matériel :
TexteLangue : français Détails de publication : 2009.
Sujet(s) : Ressources en ligne : Abrégé : This article aims at debunking the myths of the « cold » CEO and of the « emotionnally dry » boardroom by investigating the impact of CEOs emotions on the group dynamics and performance of Boards of directors. Based on the « affective revolution » literature and on qualitative accounts from 40 top-level French CEOs, we propose an Emotional Contagion Model that explains why and how emotionally intelligent CEOs communicate more effectively within the boardroom in crisis situations. Testable propositions are suggested for future research.
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This article aims at debunking the myths of the « cold » CEO and of the « emotionnally dry » boardroom by investigating the impact of CEOs emotions on the group dynamics and performance of Boards of directors. Based on the « affective revolution » literature and on qualitative accounts from 40 top-level French CEOs, we propose an Emotional Contagion Model that explains why and how emotionally intelligent CEOs communicate more effectively within the boardroom in crisis situations. Testable propositions are suggested for future research.
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