Sigal Barsade

Sigal Barsade
  • Joseph Frank Bernstein Professor
  • Professor of Management

Contact Information

  • office Address:

    3620 Locust Walk
    Steinberg-Dietrich Hall, Management Dept., 2nd Floor
    Philadelphia, PA 19104

Research Interests: emotional intelligence, emotions in organizations, micro-organizational behavior, organizational culture, team dynamics senior management teams

Links: CV

Overview

Education

PhD, University of California, Berkeley, Haas School of Business, 1994; BA, University of California, Los Angeles, 1986

Recent Consulting

The focus of Professor Barsade’s research expertise, speaking and consulting practice is emotional intelligence, organizational culture, unconscious bias, teamwork, leadership and organizational change. Dr. Barsade has been engaged as a speaker or consultant to numerous large corporations across myriad industries such as Cisco, Coca Cola, Coldwell Banker, Comcast, Deloitte, Del Monte, Estee Lauder, Google, Hertz, Hitachi, IBM, KPMG, Lincoln Financial, Magna PowerTrain, Merrill Lynch, the NBA, the NFL, Office Depot, Penske, State Farm Insurance, Sunoco, US Trust, and Wyndham Worldwide; health care and biopharma organizations such as GlaxoSmithKline, Novartis and Penn Medicine; public and not for profit corporations such as the OECD, World Economic Forum and the United Nations; as well as to small entrepreneurial organizations.

Professor Barsade is an award winning researcher and teacher whose academic expertise enables her to integrate cutting edge research tools and knowledge into practical use. She has published in the top academic research journals in her field, and has served on the editorial boards of the Administrative Science Quarterly, Organizational Behavior and Human Decision Processes and Organization Science. She is also often interviewed by, and has her research referenced in the general media, such as the Wall Street Journal, New York Times, Washington Post, BBC World Service, Business Week, Time Magazine, US News & World Report, International Herald Tribune, AP Wire, Forbes, LA Times, Politico, Oprah Magazine, Fast Company, Slate, NPR Radio, ABC, CBS and CNN News as well as numerous national and regional news outlets.

Academic Positions Held

Wharton: 2003-present. Previous appointment: Yale University

Professional Leadership

OB Division Chair-Elect, Academy of Management, 2018-2019
Paper Chair, OB Division, Academy of Management, 2017-2018
Symposia Chair, OB Division, Academy of Management, 2016-2017
Judge, Academy of Management Outstanding Publication in Organizational Behavior Award, 2013 & 2014
Editorial Board, Administrative Science Quarterly, 1999-2014
Panelist, OB Junior Faculty Workshop, 2007, 2011, 2012.
Editorial Board, Organizational Behavior & Human Decision Processes, July 2007-2010
Judge, Academy of Management Newman Award, 2009
Editorial Board, Organization Science, January 2008-present
Editorial Board, Academy of Management Review, 2002-2008

Corporate and Public Sector Leadership

Women of Tomorrow, Mentor, 2014-2016
Board Member, CT Children’s Museum, 1999-2014
Board of Advisors, University of Pennsylvania, Student Federal Credit Union, 2010-2011
Board Member, Adath Israel Pre-school, 2006-2009
Board Chair, CT Children’s Museum, 1999-2006

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Research

  • T. Y. Huang, V. Souitaris, Sigal Barsade (2019), Which matters more? Group fear versus group hope in entrepreneurial escalation of commitment to a losing venture, Strategic Management Journal, 40 (11), pp. 1852-1881.

  • Sigal Barsade, Constantinos Coutifaris, Julianna Pillemer (2018), Emotional Contagion in Organizational Life,.

    Abstract: Leveraging the wealth of research insights generated over the past 25 years, we develop a model of emotional contagion in organizational life. We begin by defining emotional contagion, reviewing ways to assess this phenomenon, and discussing individual differences that influence susceptibility to emotional contagion. We then explore the key role of emotional contagion in organizational life across a wide range of domains, including (1) team processes and outcomes, (2) leadership, (3) employee work attitudes, (4) decision-making, and (5) customer attitudes. Across each of these domains, we present a body of organizational behavior research that finds evidence of the influence of emotional contagion on a variety of attitudinal, cognitive, and behavioral/performance outcomes as well as identify the key boundary conditions of the emotional contagion phenomenon. To support future scholarship in this domain, we identify several new frontiers of emotional contagion research, including the need to better understand the “tipping point” of positive versus negative emotional contagion, the phenomenon of counter- contagion, and the influence of computer mediated communication and technology within organizations and society on emotional contagion. In closing, we summarize our model of emotional contagion in organizations, which we hope can serve as a catalyst for future research on this important phenomenon and its myriad effects on organizational life.

  • Hakan Ozcelik and Sigal Barsade (2018), No Employee an Island: Workplace Loneliness and Job Performance, Academy of Management Journal, 61 (6), pp. 2343-2366.

  • Sigal Barsade and Amanda O'Neill (2016), Emotional Culture, Harvard Business Review.

  • Sigal Barsade and Andrew P. Knight (2015), Group Affect, Annual Review of Organizational Psychology and Organizational Behavior, 2, pp. 21-46.

    Abstract: Over two decades of research has indicated that group affect is an important factor that shapes group processes and outcomes. We review and synthesize research on group affect, encompassing trait affect, moods, and emotions at a collective level in purposive teams. We begin by defining group affect and examining four major types of collective affective constructs: (a) convergence in group affect; (b) affective diversity, that is, divergence in group affect; (c) emotional culture; and (d) group affect as a dynamic process that changes over time. We describe the nomological network of group affect, examining both its group-level antecedents and group-level consequences. Antecedents include group leadership, group member attributes, and interactions between and relationships among group members. Consequences of group affect include attitudes about the group and group-level cooperation and conflict, creativity, decision making, and performance. We close by discussing current research knowns, research needs, and what lies on the conceptual and methodological frontiers of this domain.

  • T. Casciaro, Sigal Barsade, A.C. Edmondson, C. B. Gibson, D. Krackhardt, G. Labianca (2015), The integration of psychological and network perspective in organizational scholarship, Organization Science, 26, pp. 1162-1176.

    Description: Introduction to Special Issue on the Psychology of Organizational Networks, Guest Editors.

  • Hillary Elfenbein, Sigal Barsade, Noah Eisenkraft (2015), The Social Perception of Emotional Abilities: Expanding What We Know About Observer Ratings of Emotional Intelligence, Emotion, 15, pp. 17-34.

    Abstract: We examine the social perception of emotional intelligence (EI) through the use of observer ratings. Individuals frequently judge others’ emotional abilities in real-world settings, yet we know little about the properties of such ratings. This article examines the social perception of EI and expands the evidence to evaluate its reliability and cross-judge agreement, as well as its convergent, divergent, and predictive validity. Three studies use real-world colleagues as observers and data from 2,521 participants. Results indicate significant consensus across observers about targets’ EI, moderate but significant self– observer agreement, and modest but relatively consistent discriminant validity across the components of EI. Observer ratings significantly predicted interdependent task performance, even after controlling for numerous factors. Notably, predictive validity was greater for observer-rated than for self-rated or ability-tested EI. We discuss the minimal associations of observer ratings with ability-tested EI, study limitations, future directions, and practical implications.

  • Melissa Valentine, Sigal Barsade, Amy Edmondson, Amit Gal, Robert Rhodes (2014), Informal Peer Interaction and Practice Type as Predictors of Physician Performance on Maintenance of Certification Examinations, JAMA Surgeon, 149, pp. 597-603.

  • Andrew Hafenbrack, Zoe Kinias, Sigal Barsade (2014), Debiasing the Mind Through Meditation: Mindfulness and the Sunk-Cost Bias, Psychological Science, 25, pp. 369-376.

  • Sigal Barsade and Olivia A. O'Neill (2014), What’s Love got to do with it?: The Influence of a Culture of Companionate Love in the Long-term Care Setting, Administrative Science Quarterly, 59, pp. 551-598.

    Abstract: Companionate love is a basic human emotion that has been largely neglected within the domain of organizational behavior. In this longitudinal study, we build a theory of a culture of companionate love, examining the culture’s influence on outcomes for employees and the clients they serve in a long-term care setting. Using outside observer, employee and family member measures, we find that a culture of companionate love positively relates to employee satisfaction and teamwork and negatively relates to employee absenteeism and emotional exhaustion. Employee trait positive affect moderates the influence of the culture of companionate love, amplifying its positive influence for employees higher in trait PA. We also find a positive association between a culture of companionate love and client outcomes, specifically, better patient mood, quality of life, satisfaction, and fewer trips to the emergency room. The study finds some association between a culture of love and family satisfaction with the long-term care facility. Exploratory analyses indicated a relationship between a culture of companionate love artifacts and employee outcomes. We discuss the implications of a culture of companionate love for both emotions and organizational culture theory. We also consider the relevance of a culture of companionate love in other industries and explore its managerial implications for the healthcare industry and beyond.

Teaching

Current Courses

  • MGMT933 - Psych & Soc. Found

    This course, is required of all first-year doctoral students in Management and open to other Penn students with permission, provides an introduction to the psychological and sociological roots of management theory and research. The course is predicated on the belief that to be effective as a contemporary management scholar one needs a background in "the classics." Therefore, we will be reading classics from the fields of psychology and sociology in their original form during this semester.

    MGMT933001

  • MGMT957 - Emotions In Organiz.

    This is a one quarter class where we examine and understand basics in emotions theory and its application in organizational behavior. To do so, we will cover a blend of basic psychological theories and organizational behavior literature so that we can appreciate the prevailing theories and findings in various areas of emotions and organizations, and gain a deep understanding of the psychological basis necessary to fully understand organizational behavior research. Specifically, we will examine how affect (consisting of emotions, moods, and affective traits) influences perceptions, cognitions and behavior within organizations. We will critically examine the existing knowledge of emotions in organizational life and identify possible future venues of research. We will begin by examining the nature of emotions in general and then focus on the organizational context, examining specific types of emotions and content areas that have been investigated within organizational behavior research.

    MGMT957002

Past Courses

  • LGST206 - NEGOTIATIONS

    This course examines the art and science of negotiation, with additional emphasis on conflict resolution. Students will engage in a number of simulated negotiations ranging from simple one-issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills.

  • LGST806 - NEGOTIATIONS

    This course examines the art and science of negotiation, with additional emphasis on conflict resolution. Students will engage in a number of simulated negotiations ranging from simple one-issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills. Cross-listed with MGMT 691/OIDD 691/LGST 806. Format: Lecture, class discussion, simulation/role play, and video demonstrations. Materials: Textbook and course pack.

  • MGMT291 - NEGOTIATIONS

    This course examines the art and science of negotiation, with additional emphasis on conflict resolution. Students will engage in a number of simulated negotiations ranging from simple one-issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills.

  • MGMT610 - FOUND OF TEAMWRK & LDRSH

    MGMT 610 is the first core course in the MBA Program and it cannot be waived. The first week of the fall term (in August) is dedicated to this formative and foundational experience. This course focuses on developing students' knowledge and skill set for teamwork and leadership. It is meant to be an intense immersion experience that draws strongly on the pedagogy of the Wharton Teamwork and Leadership Simulation, a team-based, highly interactive simulation that was custom-designed specifically to allow students to experience the core concepts they learn in this class. The three goals of this course are for students to learn: 1. Leadership behaviors: how to enact the skills that contribute to a team's effective performance. 2. Team dynamics: how to be an effective team member, as well as how to best design work teams; 3. Organizational awareness: understanding organizational culture. Format: A custom-designed Wharton-only simulation is paired with course sessions to deliver a unique learning experience. Classes will include experiental learning combined with debriefings, lectures, readings, class discussion and personal and group performance feedback. This course reflects the realities that informal leadership occurs in teams on an ongoing basis, that being a good team player is a part of leadership, and that many of one's early experiences with leadership will occur while working on teams. Because of the team-based nature of this course, and time intensive nature of this experience, attendance is mandatory for ALL five sessions of this class. NOTE: Credit-bearing, core coursework begins with the MGMT610: Foundations of Teamwork and Leadership course.

  • MGMT691 - NEGOTIATIONS

    This course examines the art and science of negotiation, with additional emphasis on conflict resolution. Students will engage in a number of simulated negotiations ranging from simple one-issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills. Cross-listed with MGMT 691/OIDD 691/LGST 806. Format: Lecture, class discussion, simulation/role play, and video demonstrations. Materials: Textbook and course pack.

  • MGMT892 - ADV STUDY-ORGAN EFFECT

    Business success is increasingly driven by a firm's ability to create and capture value through innovation. Thus, the processes used by firms to develop innovations, the choices they make regarding how to commercialize their innovations, the changes they make to their business models to adapt to the dynamic environment, and the strategies they use to position and build a dominate competitive position are important issues facing firms. In MGMT. 892, you will learn to address these issues through an action learning approach. MGMT. 892 is a 1.0-credit course conducted in the spirit of an independent study. By working on consulting projects for leading global companies, you will develop and then apply your knowledge about innovation management and help these firms better understand the challenges and opportunities posed by emerging technologies and markets.

  • MGMT933 - PSYCH & SOC. FOUND

    This course, is required of all first-year doctoral students in Management and open to other Penn students with permission, provides an introduction to the psychological and sociological roots of management theory and research. The course is predicated on the belief that to be effective as a contemporary management scholar one needs a background in "the classics." Therefore, we will be reading classics from the fields of psychology and sociology in their original form during this semester.

  • MGMT951 - MICRO ORG BEHAVR

    The purpose of this course is to examine and understand theory and empirical research in the field of micro-organizational behavior. We will study a blend of classic and contemporary literature and examine theoretical propositions of individual and group behavior in organizations as well as discussing and critically evaluating empirical studies based on these theories. Sample topics include the What is Micro-OB?, the person versus situation debate, motivation, job design, group dynamics, leadership and organizational culture and socialization. MGMT 951 is a companion class to MGMT 961, and you can take it in either order.

  • MGMT957 - EMOTIONS IN ORGANIZ.

    This is a one quarter class where we examine and understand basics in emotions theory and its application in organizational behavior. To do so, we will cover a blend of basic psychological theories and organizational behavior literature so that we can appreciate the prevailing theories and findings in various areas of emotions and organizations, and gain a deep understanding of the psychological basis necessary to fully understand organizational behavior research. Specifically, we will examine how affect (consisting of emotions, moods, and affective traits) influences perceptions, cognitions and behavior within organizations. We will critically examine the existing knowledge of emotions in organizational life and identify possible future venues of research. We will begin by examining the nature of emotions in general and then focus on the organizational context, examining specific types of emotions and content areas that have been investigated within organizational behavior research.

  • MGMT961 - ADVANCED TOPICS IN MICRO

    The purpose of this quarter course is to continue to explore key concepts and research programs in the field of micro-organizational behavior that we began to study in MGMT 951. To do so, we will cover a blend of classic and contemporary literature so that we can appreciate the prevailing theories and findings in various areas of micro-organizational behavior. In addition, for each topic we will then try to go beyond the existing literature. We will work to increase our understanding by re-framing the research variables, altering the perspective, bringing in new theory, and comparing levels of analysis. Building on the topics we examined in MGMT 951, we will explore further organizational behavior topics including identity, fit, extra role behaviors, job design, creativity, status, power and influence.

Awards and Honors

  • Academy of Management Perspectives Best Decade Paper Award, 2018
  • MBA Excellence in Teaching Award, 2017
  • Outstanding Published Article in Positive Organizational Scholarship, 2017
  • MBA Excellence in Teaching: Core Curriculum Award (top 10 teaching ratings in Core), 2012
  • MBA Excellence in Teaching: Core Curriculum Award, 2010
  • MBA Teaching Commitment and Curricular Innovation Award, 2010
  • Keynote Speaker, Consortia for Research in Emotional Intelligence, 2009
  • Fast moving Front Report, one of the most cited contagion articles, Thompson Reuters ScienceWatch, 2009
  • Finalist, Academy of Management Perspectives Best Paper Award, 2008
  • Abigail Adams Award, 2007
  • Keynote Speaker, The Affective Revolution in Organizations, International Society of Emotions Researchers (ISRE), 2005
  • OB Division, Best Paper Award, Academy of Management Meetings, 1999
  • Conflict Management Special Award: Most influential paper within the Conflict Management Field, 1997-2000
  • Hayase Award, UC Berkeley, 1992

In the News

Knowledge @ Wharton

Activity

Latest Research

T. Y. Huang, V. Souitaris, Sigal Barsade (2019), Which matters more? Group fear versus group hope in entrepreneurial escalation of commitment to a losing venture, Strategic Management Journal, 40 (11), pp. 1852-1881.
All Research

In the News

Whither the Ping-pong Table? Which Perks Matter Most to Employees

Perks can serve as an important signal about a company’s culture and what it stands for -- but they have to be done the right way.

Knowledge @ Wharton - 2019/10/22
All News

Awards and Honors

Academy of Management Perspectives Best Decade Paper Award 2018
All Awards