Even so, past research indicates that a majority of groups possess an affective tone.
These characteristic levels of personality have been theorized to be brought about by member similarity resulting from attraction-selection-attrition processes described by Schneider (1987).
[11] Beyond personality, a number of other factors have been posited to explain why work group members tend to share moods and emotions,[2][12][13] for example: (a) common socialization experiences and common social influences;[14] (b) similarity of tasks and high task interdependence;[15][16] (c) membership stability; (d) mood regulation norms and rules;[17] and (e) emotional contagion.
An evidence to this belief is that when individuals feel positive they tend to connect and integrate divergent stimulus materials—they are more creative.
Successful leaders must efficiently regulate the affective tones of their groups.