Dans le secret des comités de direction, le rôle des émotions : proposition d’un modèle théorique

Abstract

This article aims at debunking the myths of the «cold» CEO and of the «emotionnally dry» boardroom by investigating the impact of CEOs emotions on the group dynamics and performance of Boards of directors. Based on the «affective revolution» literature and on qualitative accounts from 40 top-level French CEOs, we propose an Emotional Contagion Model that explains why and how emotionally intelligent CEOs communicate more effectively within the boardroom in crisis situations. Testable propositions are suggested for future research.