The InBoard Emotional Contagion Model
Abstract
Abstract Purpose The quality of strategic decisions made at the helm of corporations matters a great deal. Predominantly, research on strategic decision-making has focused on CEOs as if they decide alone. Yet in reality, even the most powerful CEO makes strategic decisions together with an executive board. This chapter offers a theoretical explanation of strategic board decision-making through the emotional contagion between the CEO and board members. Methodology/approach We used both previous research and qualitative material – two case studies and interviews with several dozen CEOs of large corporations as well as the board members of one of them – to build our theoretical model. Findings Our inBoard Emotional Contagion Model (inBECM) specifies the following individual–collective emotional dynamics: After a strategic affective event has triggered an affective discussion within the boardroom, the emotionally intelligent CEO communicates verbally in order to – through an emotional contagion – homogenize board members’ emotional states leading to shared sense-making of the event and – potentially – to improved decision-making. Research/ Social/Practical implications Suggestions are made for the inBECM contribution to emotion theory. Implications are stated for the key role of emotion in improving board decision-making and strategizing.
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The moderating effect of emotionally intelligent individuals is particularly crucial in high-pressure environments prone to emotional contagion.
“This moderating effect is particularly crucial in high-pressure environments prone to emotional contagion (Haag and Getz, 2016; Hatfield et al., 1993; Sy et al., 2005).”
From The Groupfeel syndrome: a theory of a counterproductive group emotion (2026) · cites this paper as Haag and Getz, 2016
Emotionally intelligent individuals-able to regulate both their own and others' emotions-act as buffers against escalating affect and promote more balanced decision-making.
“Emotionally intelligent individuals-able to regulate both their own and others' emotions-act as buffers against escalating affect and promote more balanced decision-making (Mayer and Salovey, 1997; Haag et al., 2025; Haag and Getz, 2016).”
From The Groupfeel syndrome: a theory of a counterproductive group emotion (2026) · cites this paper as Haag and Getz, 2016
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“This moderating effect is particularly crucial in high-pressure environments prone to emotional contagion (Haag and Getz, 2016; Hatfield et al., 1993; Sy et al., 2005).”
InfluentialSelf-citation
- Authors
- Haag, C., & Getz, I.
- Venue
- Emotions and Organizational Governance
- Publisher
- Emerald Group Publishing Limited
- Published
- 2016-06-14
- Pages
- 143-167
- OpenAlex
- W2476563133
- Cited by
- 4
- References
- 99
- Citations by year
- 2026: 1 · 2024: 1 · 2021: 2
- FWCI
- 0.00
- Type
- book chapter
- Language
- en
- Open access
- closed
- Locations
- Emerald Group Publishing Limited eBooks (publishedVersion)
- Topics
- Social Sciences › Psychology › Social Psychology › Emotional Intelligence and Performance
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Decision Sciences › Management Science and Operations Research › Leadership, Behavior, and Decision-Making Studies
- Keywords
- emotional contagion, executive board, strategic decision-making, CEO-board relations, emotional intelligence, board decision-making, emotion theory
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