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Leader emotional expressions have profound implications for team members. Research has established that how frequently leaders express positive and negative emotional expressions shapes team member performance through conveying critical social-functional information about team member social worth. Yet, this social-functional approach to emotions has not fully considered how the timing of leader emotional expressions during a team's lifecycle can also shape the information conveyed to individual team members about their social worth. In this paper, we integrate the social-functional approach to emotions with imprinting theory to propose that the temporal context of leader emotional expressions has performance implications for individual team members through two distinct facets of social worth: respect and status. Specifically, our imprinting framework explains how positive leader emotional expressions during the early team phase have the most beneficial performance implications through imprinting respect in individual team members. We then propose that these positive implications are amplified by more-frequent-than-average negative leader emotional expressions during the midpoint phase. When filtered through earlier positive expressions, negative emotional expressions during the midpoint phase may signal opportunities for respect and status gains rather than respect and status losses. We find general support for our model in a preregistered four-wave longitudinal archival study of 9,968 team members on 234 consulting teams at a leading professional services company and a four-wave longitudinal field study at a NCAA Division 1 sports program including 245 student-athletes and 86 coaches on 20 varsity teams. Our work highlights that the temporal context of leader emotional expressions is an important performance predictor through social worth. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2023.17390. [ABSTRACT FROM AUTHOR]

What little prior empirical research that investigated the effects of mindfulness meditation on negotiation performance was conducted in Singapore and the UK and finds benefits. This research reports a mini metaanalysis of ten studies (N > 1100) we conducted in the US on the effect of a brief mindfulness meditation induction on negotiation outcomes and finds a small detriment in terms of value claimed. We had initially hypothesized that mindfulness meditation would help individuals obtain better objective outcomes by claiming more value for themselves due to reduced emotional interference and enhanced flexibility of thought. However, the first study we ran found a moderately strong result in the opposite direction - participants who had just meditated obtained worse objective outcomes by claiming less value than participants in the control condition who had not meditated. In terms of subjective negotiation outcomes, participants in the mindfulness condition reported marginally less satisfaction with the instrumental outcome compared to participants in the control condition. Then we ran nine more experiments and never obtained a significant effect of mindfulness on objective outcomes again. The meta-analysis of the total effect on value claiming across these ten studies was significant (p = .020), negative, and very small (aggregated d = -0.138, 95% confidence interval [-.256, -.021]). We also ran a second meta-analysis on value creation on the appropriate subset of participants and did not find a significant total effect in either direction (p = .609, aggregated d = -.076, 95% confidence interval [-.367, .215]). We discuss implications for theory and practice. [ABSTRACT FROM AUTHOR]

Although the escalation literature has grown steadily over the past 20 years, there has been very little research bridging the gap between laboratory experiments and qualitative field studies on escalation. What has been missing are quantitative tests of escalation hypotheses in their natural context. This study helps fill such a gap by testing the responsibility hypothesis within the banking industry. It was predicted that the turnover of senior bank managers would lead to a deescalation of commitment to problem loans. Data collected from 132 California banks over a 9-year period showed that bank executive turnover predicted both provisions for loan losses and the write-off of bad loans. In contrast, provisions and write-offs were not found to influence executive turnover. The implications of these results are discussed in terms of both the escalation literature and practical ways to improve decision making in the banking industry.