Self-transcendent emotions and their influence on organizational effectiveness: A literature review and synthesis

Abstract

Self-transcendent emotions are positive emotions that arise out of other-focused appraisals. These emotions shift attention from the self to the needs and concerns of others. Limited work, however, focuses on self-transcendent emotions and the underlying cognitive and behavioural mechanisms by which they benefit organizations. We review the disparate streams of research on self-transcendent emotions and detail the thought-action repertoires of four self-transcendent emotions (compassion, gratitude, inspiration, and awe), explaining how each contributes to effective organizational functioning. Central to achieving this aim is the broaden-and-build theory. We show how the four self-transcendent emotions broaden cognitive processes and build the necessary resources leading to specific positive organizational outcomes. We conclude our review with four themes: (a) the importance of delineating levels of analysis in self-transcendent emotion research, (b) acknowledging contextual and cross-cultural differences shaping the experience of self-transcendent emotions, (c) addressing measurement concerns, and (d) the examination of other self-transcendent emotions. In effect, we synthesize the positive psychology and organizational behaviour literature, generating a framework that prompts theoretical and practical considerations for the role of self-transcendent emotions in organizations.