1

Emotional Dynamics in Virtual Teams

Name

University, Department

Course

Professor

Date
 2

Emotional Dynamics in Virtual Teams

Introduction

The virtual team is a new way of collaboration with a rapidly growing trend in

the increasingly globalized world where technology brings people from everywhere

together. Due to the benefits of virtual teams being adopted by organizations, it is

essential to understand the emotional dimension within the teams to build a positive

and healthy working environment. In this sense, the emotional dynamics of a virtual

team can be considered a sensitive choreography where the participants move within

an abstract space and can understand and react to their partners’ feelings based on

scattered hints. However, such emotional weaving not only influences individual

well-being but also affects team performance and integration. These virtual

collaborative spaces provide a greater need for emotional intelligence because face-to-

face interactions are limited, and team members must develop an understanding of

emotions via text messaging, video calls, or other digital mediums. It is essential to

know that managers and team members should be able to understand the impact of

emotions and how they affect cooperation processes. The complicated world of virtual

team dynamics that sheds light on the critical hypothesis that a profound knowledge

of emotional dynamics is necessary to guarantee effective teamwork, communication,

and overall work performance in the modern business landscape.

Design, Results, and Implications: Summary of “Anger and Happiness in Virtual

Teams: Emotional Influences of Text and Behavior on Others' Affect in the

Absence of Non-Verbal Cues” by Cheshin, Rafaeli & Bos

Design

Cheshin et al. (2011) conducted a study on virtual teams where they used an

elaborate experimental design to understand the dynamics of emotional contagion in

 3

virtual teams in terms of how the text-based and behaviors-based cues affect the

emotional states of the members of the team without the non-verbal cues. Identified

personality variables were the cultural values (happiness) given through text by a

confederate and the behavioral pattern (resolute versus flexible) displayed during

negotiation tasks within 4-person virtual teams.

The participants were randomly organized into teams and performed a

negotiation task designed to require possession of individual and team interaction

dynamics, resembling a direct virtual team setting. Specifically, purchasing and

selling shapes to satisfy orders involved a confederate’s text-based communications

and negotiation behavior that was purposefully systematically varied to create the

experimental conditions. This setting was meant to simulate everyday virtual team

communications, particularly each participant’s emails, to help analyze the emotional

impact caused by texts and negotiation behaviors. The manipulation checks used to

affirm the success of manipulation and the confederate’s perceived emotions included

participant ratings and independent coding of the confederate’s messages of

confidence. The study design also involved pre- and post-task measurements of

individual and team-level emotions based on the PANAS scale for personal affect and

aggregated and coded messages for team emotion, creating a solid foundation for

examining emotional contagion in virtual settings (Cheshin et al., 2011).

Results

Emotional contagion is a phenomenon that has been traditionally associated

with offline meetings. Still, the study demonstrates that this trend is also popular

within virtual team environments through text-based communication. The research,

analyzing each step in great detail, clearly shows that the emotional states of people

and the general mood of virtual teams are strongly affected by the text message's
 4

positive or negative emotional tone and the corresponding negotiation behavior. In

particular, with the presence of a confederate who acted aggressively and received an

authoritarian position in negotiations, participants developed more robust negative

emotional responses. They evaluated the team climate as more negative. On the other

hand, interactions with a Confederate who displayed expressions of happiness and a

flexible negotiating approach led to higher levels of positive emotions among team

members and a more positive assessment of the team's emotional climate.

Specifically, the study also makes it clear that negotiation behavior patterns

(resoluteness and flexibility) impact the way emotions are perceived independently;

this means that even if the information does not have actual positive or negative

emotional content, these behaviours still communicate emotional cues implicitly. This

outcome also shows that emotional communication in virtual environments can be

complicated as the inferred meanings of emotions can lead to emotional contagion

among the team members. Besides, studying the role of unity between the affective

components of messages and behavioral cues in negotiation is essential regarding the

dynamics of virtual team interactions. Amplification of negative emotion is observed

in the case of incongruence, which a mismatch between the expressed emotion and

indices of behavior can characterize. This emphasizes the importance of consistency

leading to consistent emotions and behaviours, which helps develop a harmonic and

practical virtual team environment. The increase in negative emotions suggests that

what can be seen in the virtual team is the challenge in communication and the need

to increase vigilance and control over emotional signals in a virtual environment.

Implications

The findings of this study also hold much value in understanding and

managing virtual teams across the board, especially when remote work and virtual
 5

access to information have become the norm. On the one hand, technology contributes

to the transfer of emotional contagion in text-based communication because previous

theories stated that non-verbal cues should be included in the emotional exchange.

This highlights the necessity to increase the sensitivity of individuals and

organizations toward the dynamic nature and consequences of communication in the

online world. Secondly, the study's findings concerning the behavioral influence on

emotion within virtual teams indicate specific emotional signals in the negotiatory

tactics. A behavior shows that it is essential to increase awareness and manage the

behavior in virtual environments where positive emotional climates prevail (Cheshin

et al., 2011). Additionally, it is essential to note that congruency between text-based

communication and behavior in the context of emotions was critical for preserving a

team intact and ensuring its triumphs. However, incongruence results in adverse

outcomes and risks trust and cohesion among virtual teams.

The outcomes of these tests imply that the results stimulate training and

policies that support the development of emotional intelligence and communication in

the virtual world for organizational use. Paying more detailed attention to the subtle

aspects of the textual dynamic information and emphasizing the necessity of

continuous emotional and behavioral signal use positively impact the virtual

workgroup management of challenges arising from the virtual collaboration. Through

this analytical strategy, teams develop effective communication and understanding for

a thriving and efficient virtual workplace.

Design, Results, and Implications: Summary of “"Is Team Emotional

Composition Essential for Virtual Team Members’ Well-Being? The Role of a

Team Emotional Management Intervention" by Gamero et al., (2021)

Design
 6

The research design used a rigorous and descriptive process to clarify the

intricacies of EI in virtual teams. The main objective was to assess the potential

beneficial consequences of the focused emotional control intervention on individual

well-being that might be associated with virtual team members. The experimental

study involves 102 virtual teams and 407 undergraduate psychology and labor

relations students. To make the findings of this study relevant to as many individuals

as possible, the participants were carefully chosen to reflect a range of backgrounds

and experiences. Consequently, these virtual teams were divided into the control and

experimental groups using the method of randomization that provided appropriate

conditions for a comprehensive assessment of the emotional management

intervention.

However, the control group was not subjected to any specific intervention.

Therefore, it was a benchmark for the experimental group, which received a well-

structured management approach to sustain an emotional team. This intervention

aimed to enhance the ability of the teams to deal with emotions such as identification,

interpretation, negotiation, and regulation when working virtually. Through these

approaches, the goal of the intervention was to shape the emotionality patterns within

teams and, in turn, within the persons of individual team members.

Gamero et al. (2021) conducted surveys of pre-intervention and post-

intervention programs on emotional management to collect comprehensive data. This

two-step process allows researchers to establish the participants' emotional and

behavioral levels and then assess the effect of the intervention on these behaviours. As

a result, hierarchical linear modelling was applied to the data because it allowed for a

careful review of the intricate nature of the connection between the heterogeneity in
 7

the team's EI, emotional management intervention, and several indicators of the well-

being of the team members.

Results

The study identified this exciting link between collective emotional

intelligence and virtual team members' well-being. When the level of EI on the team

is high, the members express higher overall satisfaction with the team. Moreover,

these teams were associated with higher positive affective states among team

members and a concurrent decrease in negative affective states. This shows that the

ability of a team to share and control emotions as a team is one of the factors that lead

to positive emotions among members in a virtual environment.

One of the most critical aspects of the results of this study is the mediating

role of the team emotional management intervention. The results showed that the

buffering effect of team EI intervention significantly lowered the negative covariation

between team EI composition and well-being outcomes. Well-built dynamic

management control strategies can compensate for any negative impact of a team with

low collective emotional intelligence. Interventions that promote emotional

understanding and regulation in a team are helpful even in cases where the team is

initially on the low end of the emotional intelligence scale. Such findings are essential

for organizations that use virtual teams to form a part of the global workforce. It is

further argued that organizations' efforts to boost collective emotional intelligence

will go a long way in ensuring positive well-being outcomes among virtual team

members.

Implications

However, the well-being of a virtual team member and influences, including

the research by Gamero et al. (2021) on the emotional composition of a team, are of
 8

practical and theoretical importance for the assumption of virtual teamwork. From an

academic point of view, the work shows that the demonstration of emo is a social

intelligence and a vital feature of a virtual team. This disclosure outlines the delicate

connection between the complexities of the team-level effect and virtual reality's

specific sections and outcomes. Lastly, the study's results provide a more subtle

picture regarding how some aspects of team affective dimensions might influence an

individual team member's satisfaction on the one hand and affective states on the

other. To understand how the virtual team process works, it is necessary to analyze

how the link between team emotional makeup and team member experience operates.

The findings suggest that the emotional status level for members' positive and

negative affective states can be increased significantly in cases of team emotional

intelligence.

In addition, its relevancy is emphasized by the fact that the intervention team's

emotional management is efficient. This is because organizations can think about

team dynamic composition during virtual team formation. This proactive approach

can be the best technique to help enhance the productivity of the team and the team

morale as well. The evidence presented in this study is that emotional management

measures directed to teams of a particular company can successfully reduce adverse

emotional circumstances while boosting the total well-being of the team. In terms of

practical impact, this interpretation of the study can be applied to integrative

organizational initiatives for virtual team optimization. As virtual teams are

emotional, the organizations can use techniques that can be applied in changing

virtual organizations. Some concrete advantages include better employee

communication skills, conflict reduction, and improved team cohesion. Considering

that virtual teamwork has become common in workplaces, these practical insights into
 9

the positive dynamics of virtual teams are vital in ensuring that virtual teams’ quality

of life and productivity grow in a dynamic global marketplace.

Articles Comparison

Study Design and Approach

Cheshin et al. (2011) provide a detailed synthesis of scholarly literature

through theoretical models that illustrate the importance of effective team

composition for creating a normative, pleasant workspace climate. To sustain the

significance of emotional intelligence, the study focuses on its positive influence on

effective communication, coordination and conflict management in virtual teams.

This entails that teams with high levels of collective emotional intelligence are more

likely to improve their functionality and provide higher satisfaction to the team

members. To look for relevant, meaningful insights into the theoretical framework of

emotional dynamics, Cheshin et al. (2011) identify the role of emotion, which is used

to influence virtual team performance and satisfaction.

On the other hand, Gamero et al. (2021) carried out an extensive applied study

that utilized experimental design research of 102 virtual teams to examine

quantitatively the impact on the wellness of individual members from the EI

constitution. Therefore, the specificity of the study under consideration is that it also

assessed the moderating influence of a team emotional management intervention. This

empirical approach enables direct observation and measurement of results that reflect

the nature of the team's dynamics and success rates of specific intervention techniques

aimed at them. Therefore, this study offers empirical findings regarding the complex

dynamics of team EI, individual well-being, and the effectiveness of emotional

management training from the perspective of priceless implications for theory and

practice.
 10

Implications and Contributions

Cheshin et al. (2011) contribute significantly to the theoretical foundation of

virtual teams by underlining the importance of emotional intelligence as a common

characteristic of virtual teams. Their effort provides some valuable insights into the

team performance and interaction processes. The study offers a moderate means of

describing the situation that serves as a basis through which emotional traits at the

team level can affect individual exceptional experiences and productivity within

virtual teamwork. The study points out the holistic perspective of team effectiveness

in several ways, and one of them is that it focuses on the necessity of cultivating

collective emotional intelligence in teams. The focus on team-level emotional

intelligence supports the building of a deeper understanding of the social-emotional

infrastructure, which sustains virtual teams and enables organizations to establish a

foundation upon which they can leverage collaborative efforts and enhance overall

team performance in a virtual environment.

The findings of Gamero et al. (2021) strengthen the theoretical framework of

Cheshin et al. (2011) that was targeted to develop the concept of EI of teams that

operate in a virtual setting by providing evidence on how the emotional well-being of

team members contributes to the EI of their teams within a virtual setting. This study

contributes to the significance of team EI because it broadens the phenomenon's scope

by confirming the success of a team emotional regulation intervention in a virtual

space. In conclusion, this empirical validation opens new areas that support

intervention strategies that can improve virtual teams' performance and members'

well-being. Gamero et al.'s practical dimension adds value to the existing literature by

providing valuable insights organizations can use to optimize their virtual teams. This

empirical verification contributes to the need for an EI intervention to enhance the

 11

overall performance and quality of life among virtual teams in many modern work

setups.

Integration of Results

Emotional intelligence in virtual teams plays a vital role in the work of such

scholars as Cheshin et al. (2011) and Gamero et al. (2021), but they walk their paths

in securing the desired outcomes. It is also possible to describe the main contribution

of Cheshin et al. (2011) as building a theoretical ground, which shows the role of

team emotional composition. They help illuminate emotional intelligence by

clarifying its academic core as a supportive basis of virtual teamwork. On the

contrary, Gamero et al. (2021) take a step further by empirically verifying it in a

scientifically structured and practical study. Yet, their study not only supports the

theoretical assumptions made by Cheshin et al. but also advances the discussion by

presenting an argument for the interconnection between emotional intelligence and

individual well-being in offices. These supportive texts highlight the essential nature

of the emotions that drive the virtual teams’ dynamics, which requires a sophisticated

understanding of the emotionally driven factors to allow high-performing virtual

teams.

Relevance of Emotional Dynamics in Virtual Teams to Business Psychology

Emotional intelligence (EI) in virtual teams has attracted significant attention

in business psychology, including issues such as emotional awareness, EI and team

dynamics, EI and team performance, and EI and individual well-being. The

significance is that globalization has developed alongside changes in computing, and

teleworking is becoming widespread in all sectors. By applying emotional intelligence

and the peculiarities of virtual teams in business psychology, we improve our

 12

knowledge of the modern work environment and offer companies an effective way to

manage challenges in the collaborative environment.

Theoretical Foundations and Practical Applications

Business psychology is about implementing psychology in an organization to

ensure that the performance of the workplace is maximized, employee satisfaction is

achieved, and the overall outcome of the organization is enhanced. Against such a

background, emotional intelligence in a virtual environment can be associated with

various aspects of business psychology, including team building, leadership,

communication approaches, conflict management, and organizational culture.

Emotional intelligence is the primary cornerstone influencing these regions, which

allows people to properly understand, control, and use feelings in themselves and

others, promoting team unity, empathy, and flexibility in every changing

environment.

This is why traditional co-located teams have transformed into virtual teams,

and the resulting changes have occurred in how emotional intelligence manifests and

is used when face-to-face connections are not present. Specific difficulties of virtual

teams are communication issues, cultural issues, and lack of face-to-face interaction,

which is a lack of opportunities for building trust and rapport. The studies mentioned

above show the crucial role of emotional intelligence in such challenges, which

increases virtual effectiveness and creates a favorable emotional climate for the health

improvement of team members.

Enhancing Communication and Collaboration

Emotional intelligence has also gained significant importance and is one of the

main foundations of effective teamwork, especially in a virtual team. In business

psychology, innovative findings related to EI enable experts to formulate procedures

 13

that facilitate the elimination of roughness in communication among people based in

different locations characterized by distinct time zones and cultural norms and

practices. Emotional intelligence offers a valuable instrument that enables digital

communication participants to navigate misinterpretations and emotional subtleties of

communication, which contributes to the communal atmosphere that may foster a

high-performance mindset.

Conflict Resolution and Management

Virtual teams are similar to co-located teams because they are also prone to

conflicts. However, the virtual platform can only increase the challenges of dealing

with conflicting parties because of the need for nonverbal communication and

potential misinterpretations of written messages. Emotional intelligence in business

psychology allows team members and leaders to acquire skills associated with

identifying emotional undercurrents, conflict resolution, and fostering an environment

conducive to the team. Specifically, this includes emotional intelligence, empathy,

and the form of adapting to conflicts that are adapted for VR technologies.

Leadership Development

The virtual team is managed through emotional intelligence, which the leader

uses to inspire, motivate and interact well with the members. Emotional skills in the

workplace setting are also highlighted in business psychology as competencies

towards building emotional intelligence by focusing on emotional awareness,

influence, and creating an inclusive and positive team culture. By applying these

competencies, leaders can ensure that virtual teamwork is seamless and dynamic

because employees feel respected, well-oriented, and driven.

 14

References

Cheshin, A., Rafaeli, A., & Bos, N. (2011). Anger and happiness in virtual teams:

Emotional influences of text and behavior on others’ affect in the absence of

non-verbal cues. Organizational Behavior and Human Decision Processes,

116(1), 2–16. https://doi.org/10.1016/j.obhdp.2011.06.002

Gamero, N., González-Anta, B., Orengo, V., Zornoza, A., & Peñarroja, V. (2021). Is

Team Emotional Composition Essential for Virtual Team Members’ Well-

Being? The Role of a Team Emotional Management Intervention.

International Journal of Environmental Research and Public Health, 18(9),

4544. https://doi.org/10.3390/ijerph18094544