The persuasive power of facial expression when performing monitoring duties

Abstract

Organizations exhibit different types of ‘monitoring relationships’, sharing the common characteristic of a group of auditors (e.g., board of directors) overseeing a group of auditees (e.g., top management). This research aims to provide insight into the underexposed social dynamic aspects of these relationships, by examining the role of persuasiveness when performing monitoring duties. Literature on social psychology and corporate governance indicates that persuasiveness is an important dimension of effective monitoring. Therefore, understanding the characteristics that promote persuasiveness provides insight into what constitutes effective monitoring. Current literature identifies various persuasiveness-inducing characteristics, also called ‘source attributes’ (e.g., expertise, likeability, physical attractiveness, and trustworthiness). A novel source attribute – emotions conveyed through facial expression – is examined in real-life persuasion settings, i.e., monitoring relationships between the governing boards and executive committees of Dutch Water Authorities. The dataset contains 600 face-to-face meetings between governing boards and executive committees. Meeting duration is taken into account as a moderator of the direct relationship between facial expression of emotions and persuasiveness. The results reveal a significant, but not robust, positive relationship between facial expression of positive emotions and persuasiveness