Affective Synchrony in Autonomy: Emotional Contagion in Self-Managing Teams
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This literature study examines the intricate relationship between emotional contagion and autonomous work teams. It investigates how the structural characteristics of autonomous teams modify the fundamental process of emotional contagion and explores the subsequent functional and dysfunctional impacts on team performance. The analysis reveals that autonomy amplifies contagion through dense peer networks, internal feedback loops, task interdependencies, and the absence of external emotional regulation. This results in faster, more potent, and more sustained spread of affect. Functionally, such contagion can enhance implicit coordination, collective resilience, norm formation, and creative problem-solving. Dysfunctionally, it can trigger spirals of stress and anxiety, erode trust, impair decision-making quality, escalate conflicts, contribute to collective burnout, and stifle team learning. The study concludes that emotional contagion in autonomous teams is not a peripheral phenomenon but a core dynamic that fundamentally shapes their effectiveness. Understanding these modified processes and dual outcomes is critical for designing interventions that help autonomous teams harness the benefits of positive emotional synchrony while developing the capacity to mitigate the risks of negative affective spirals, thereby ensuring their long-term viability and success.
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