When Leaders’ Emotions Go Viral – The Power and Risk of Emotional Contagion

Have you ever walked into a room after a leader has spoken and felt the whole team's mood lift—or crash? Emotions are contagious. In leadership, they aren’t just personal experiences, they are workplace currents that ripple across teams. Research by psychologist Amit Goldenberg reveals just how potent and cumulative these emotional ripples can be, especially when they escalate through group dynamics.

Goldenberg’s research shows that emotions, particularly negative ones don’t just pass between individuals like a cold; they intensify as they spread. This phenomenon, called emotional contagion, means that one person’s anxiety can become group panic, one person’s frustration can lead to organisational resentment. For leaders, whose emotional expressions are more visible and weighted with power, the stakes are even higher.

In social psychology, emotional contagion occurs when people “catch” others’ emotions through facial expressions, voice tone, posture, and language. Mirror neurons and empathy mechanisms play a role, but in organisations, it’s amplified by hierarchy and visibility. A CEO’s worry about missed KPIs, even if subtly expressed, can cascade into risk aversion and group tension. Likewise, joy, gratitude, or resilience can also go viral, boosting engagement and morale. The rise of remote and hybrid work has changed how emotions are transmitted. Digital communication can amplify misunderstandings or mute emotional signals altogether.
It’s essential to acknowledge that emotional contagion isn’t solely top-down. Leaders can also absorb the collective mood of their teams, sometimes to their own detriment.

Key Findings

• Leaders are “emotional amplifiers.” Studies have shown that team members are more likely to mirror the emotional tone of a leader than of a peer (Sy et al., 2005).

• Negative emotions spread faster and stickier. Goldenberg's work highlights how anger and outrage intensify within groups, especially in online spaces; the same dynamics also apply in the workplace.

• People tend to overperceive negative emotions from powerful figures. Research from Barsade (2002) showed that even small emotional cues from leaders are magnified in perception by subordinates.

• The more cohesive a team, the stronger the contagion. Emotional synchronization is stronger in tight-knit groups, which fosters solidarity, but can also be risky for burnout.

• While negative emotions can spread rapidly, positive emotions are equally contagious and can be powerful tools for building engagement and innovation.

While negative emotions can spread rapidly, positive emotions are equally contagious and can be powerful tools for building engagement and innovation.

What Does This Mean?
Leadership isn’t just about what you say or decide; it’s about what you feel and what you broadcast. Emotions become part of the organisational climate. If a leader walks in frustrated every morning, teams adapt defensively. If a leader regularly expresses hope and curiosity, teams feel safer to take risks. Emotional regulation becomes a key leadership skill, not to suppress emotion, but to be conscious of its social impact.
It also complicates feedback and performance environments. Teams might not just respond to metrics, but also to the perceived emotional tone. A leader’s well-intended realism can feel like doom; their transparency can be misunderstood as despair. Leaders must become emotionally literate not just about others, but about themselves.

There’s also a warning here: if we fail to recognise emotional contagion, we risk spirals. Resentment can become cultural. Burnout can become collective. When emotions go unchecked, particularly during high-stress periods, they don’t just spread; they escalate, as Goldenberg puts it. It is also important to note that professionalism doesn’t mean emotional sterility. In fact, leaders who are authentically and thoughtfully expressive foster more engaged and resilient teams.

Understanding emotional contagion is only the first step. The true mark of effective leadership lies in managing and leveraging this phenomenon.
 
Further Readings

• Goldenberg, A. & Gross, J.J. (2020). Emotional Contagion: Mechanisms and Implications. Trends in Cognitive Sciences.

• Barsade, S.G. (2002). The Ripple Effect: Emotional Contagion and its Influence on Group Behavior. Administrative Science Quarterly.

• Sy, T., Côté, S., & Saavedra, R. (2005). The Contagious Leader: Impact of the Leader’s Mood on the Mood of Group Members, Group Affective Tone, and Group Processes. Journal of Applied Psychology.

• Goleman, D. (2006). Social Intelligence: The New Science of Human Relationships.