EMOTION REGULATION AND SOCIAL COMPETENCE: CONSEQUENCES FOR ENTREPRENEURIAL SOCIAL CAPITAL

1. EMOTION REGULATION AND SOCIAL COMPETENCE: CONSEQUENCES FOR ENTREPRENEURIAL SOCIAL CAPITAL Anita Radley, B.A (Hons), H.Dip.Psych, MSc Work & Org Psych 2008

2. PRESENTATION OUTLINE Introduction -previous research in field of entrepreneurship -elements explored in the current study Method Findings and Implications

3. ENTREPRENEURSHIP Entrepreneurship: �acts of organisational creation, renewal, or innovation that occur within or outside an existing organisation� (Sharma & Chrisman,1999) Entrepreneur: a person who has possession over a new company, enterprise, or venture, and assumes significant accountability for the inherent risks and the outcome (Segal et al. 2005)

4. ENTREPRENEURSHIP Current Irish economy-Recession Valuable contribution of entrepreneurial companies to economic welfare -more flexible markets -intensified competition -new businesses and jobs Research on factors that may contribute to successful entrepreneurship of fundamental importance

5. ENTREPRENEURSHIP Initial research in the field of entrepreneurship-personality traits of entrepreneurs (e.g. Shaver & Scott 1991) Cognitive factors and processes (e.g. Baron 1998; Brush 1992) Competency approach and human capital theory (e.g. Reynolds 1997) Current study-moved beyond cognitive perspective and the traditional human capital approach to competence Examined social cognitions and social and emotional competencies of entrepreneurs Explored entrepreneurial social skills and emotional self-regulatory behaviours and their role in predicting an entrepreneur�s level of social capital Previous research has linked social capital with entrepreneurial financial success (Coleman 1990, 1988; Loury 1987) Current study-moved beyond cognitive perspective and the traditional human capital approach to competence Examined social cognitions and social and emotional competencies of entrepreneurs Explored entrepreneurial social skills and emotional self-regulatory behaviours and their role in predicting an entrepreneur�s level of social capital Previous research has linked social capital with entrepreneurial financial success (Coleman 1990, 1988; Loury 1987)

6. SOCIAL CAPITAL Social capital theory: the ability of actors to extract benefits from their social structures, networks and memberships (Portes 1998) High levels of social capital provide entrepreneurs with enhanced access to information and increased levels of trust and cooperation from others (e.g. Fukuyama 1995) Networking activities contribute to an entrepreneur�s social capital

7. SOCIAL COMPETENCE While social capital can help entrepreneurs, their social competence could be an important factor in determining the outcomes they experience (Markman & Baron 2000, Baron & Tang 2008) Social Competence skills; Social Perception Social Adaptability Expressiveness Ingratiation Self-Promotion Training in these skills to exploit opportunities and establish successful ventures

8. EMOTION REGULATION Emotions are an essential and often an adaptive component of social behaviour (Adolphs & Damasio 2001) Emotionally competent individuals know how and when to regulate their emotions in order to achieve their goals (Gross 1998) Emotion regulation: an individual�s attempts to �influence which emotions they have, when they have them, and how they experience and express these emotions� (Gross 1998) It has been suggested that the successful regulation of emotion can advance social competence (Eisenberger et al.1995)

9. EMOTION REGULATION STRATEGIES Cognitive reappraisal a form of cognitive change which involves construing an emotional situation in a way that alters its emotional impact (Lazarus & Afert 1964) Expressive suppression a form of response modulation that involves inhibiting on-going emotion-expressive behaviour (Gross 1998) Reappraisal associated with better social functioning (Gross & John 2003)

10. HYPOTHESES 1: Social competence will positively predict levels of social capital. 2a: Expressive suppression will negatively predict levels of social capital. 2b: Cognitive reappraisal will positively predict levels of social capital. 3a: Cognitive Reappraisal will positively predict levels of social competence. 3b: Expressive suppression will negatively predict levels of social competence. 4: The effects of emotion regulation strategy on levels of social capital will be mediated by general level of skill in social competence. To address gaps in the research; the relationship between social competence and social capital -the cognitive and emotional processes that might aid in the development of social skills -how the use of emotion regulation strategies might affect social skills To address gaps in the research; the relationship between social competence and social capital -the cognitive and emotional processes that might aid in the development of social skills -how the use of emotion regulation strategies might affect social skills

11. Proposed relationships between variables

12. Method Design -e-mail self-completion questionnaire Participants 70 established entrepreneurs Procedure -snowball sampling approach -hierarchical Multiple Regression analyses

13. MEASURES Emotion Regulation Questionnaire (ERQ) (Gross & John 2003) -10 items measuring cognitive reappraisal and expressive suppression e.g. �I control my emotions by changing the way in which I think about the situation I�m in� (reappraisal) Measure of Social Capital designed for this study in adherence with guidelines set out by Witt (2004) -8 items measuring; Network Structure Networking Activities Network Benefits

14. Overall Findings Interaction between social competence and ability to effectively regulate emotions Both social competence and emotion regulation affect an entrepreneur�s social capital

15. Confirmed relationships Social competence-Social capital Social Adaptability found to have significant relationship with networking activities and network benefits No other dimension of social competence found to have significant relationship with social capital EMOTION REGULATION-SOCIAL COMPETENCE-SOCIAL CAPITAL Cognitive reappraisal positively predicted network benefits Effects of cognitive reappraisal on levels of network benefits were found to be partially mediated by level of skill in social adaptability NOTE: THIS IS INDICATIVE OF A PARTIALLY MEDIATED RELATIONSHIP (Social Adaptability partially mediates the relationship between Cognitive re-appraisal and Network Activities/Benefits) So, what this is saying is that cognitive re-appraisal has both a direct and an indirect effect on social capitalSocial competence-Social capital Social Adaptability found to have significant relationship with networking activities and network benefits No other dimension of social competence found to have significant relationship with social capital EMOTION REGULATION-SOCIAL COMPETENCE-SOCIAL CAPITAL Cognitive reappraisal positively predicted network benefits Effects of cognitive reappraisal on levels of network benefits were found to be partially mediated by level of skill in social adaptability NOTE: THIS IS INDICATIVE OF A PARTIALLY MEDIATED RELATIONSHIP (Social Adaptability partially mediates the relationship between Cognitive re-appraisal and Network Activities/Benefits) So, what this is saying is that cognitive re-appraisal has both a direct and an indirect effect on social capital

16. LIMITATIONS Generalisability Small sample size Snowball sampling approach Entirely based on self-assessment

17. IMPLICATIONS: Entrepreneurship Entrepreneurs findings suggest the means by which entrepreneurs regulate their emotions will have different but important consequences on their level of social competence and social capital cognitive and emotional processes may have an effect on the development of entrepreneurial social skills social skills can be taught skill development in emotion reappraisal and social adaptability Entrepreneurship Scholars -importance of emotional and social competencies; need for further research -exploration of additional emotion regulation strategies Entrepreneurship Educators -lack of consensus for the content and structure of entrepreneurship curriculum (Rhee & White 2007) -Social skills, like financial and managerial skills, could be taught as entrepreneurial behaviours -improve competence in emotion regulation by developing self-awareness and social awareness

18. IMPLICATIONS FOR COACHING Employees: operating in an increasingly autonomous environment Need to self-manage is increasing Social Capital Positive implications for innovation in organisations (Reagans & Zuckerman, 1998) Self-management training has been shown to have positive effects in a number of areas: Job performance (Frayne & Gerninger, 2000) - Career self-management (Raabe, Frese & Beehr, 2007) Training in: Self-management of emotions Developing social skills as a competency May increase an employee�s performance in terms of increased ability to network/communicate (linked to organisational learning; Edmondson, 2003) and innovation Frayne, C.A. & Geringer, J.M. (2000). Self-management training for improving job performance: A field experiment involving salespeople. Journal of Applied Psychology, 85(3), 361-372. Keith, N. & Frese, M. (2005). Self-regulation in error management training: Emotion control and metacognition as mediators of performance effects. Journal of Applied Psychology, 90(4), 677-691. � Raabe, B., Frese, M. & Beehr, T.A. (2007). Action regulation and career self-management. Journal of Vocational Behavior, 70, 297-311. Reagans, R. & Zuckerman, E.W. (2001). Networks, diversity and productivity: The social capital of corporate R&D teams. Organization Science, 12(4), p 502-517. Edmondson, A. (2003). Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 40(6), 1419-1452. Frayne, C.A. & Geringer, J.M. (2000). Self-management training for improving job performance: A field experiment involving salespeople. Journal of Applied Psychology, 85(3), 361-372. Keith, N. & Frese, M. (2005). Self-regulation in error management training: Emotion control and metacognition as mediators of performance effects. Journal of Applied Psychology, 90(4), 677-691. � Raabe, B., Frese, M. & Beehr, T.A. (2007). Action regulation and career self-management. Journal of Vocational Behavior, 70, 297-311. Reagans, R. & Zuckerman, E.W. (2001). Networks, diversity and productivity: The social capital of corporate R&D teams. Organization Science, 12(4), p 502-517. Edmondson, A. (2003). Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 40(6), 1419-1452.

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