Abstract

In the dynamic post-COVID, strategic decision-making in educational institutions becomes a crucible for leaders facing unprecedented challenges. This longitudinal study, spanning from 2023 to 2023, delves into the intricate interplay of emotions and strategy formulation. Acknowledging the pivotal role emotions play in this context, our research focuses on understanding the regulation of top managers'''' emotions during crucial decision junctures. The investigation stems from a recognized gap in literature regarding the nuanced mechanisms of emotion regulation within strategic decision-making processes. We posit a groundbreaking process model of socially distributed emotion regulation, delineating how various organizational groups collaboratively contribute to tempering the emotional responses of top managers. Our methodology involves a meticulous examination of educational institutions, capturing the unfolding dynamics in the aftermath of the pandemic. We highlight the profound impact of socially distributed emotion regulation on top managers, demonstrating how influential groups with authority curtail initial emotional reactions. This containment facilitates a phased, data-informed reappraisal of strategic options, instigating a gradual transformation of the emotional landscape. Crucially, diverse groups assume distinct roles in aiding the reappraisal process, illustrating a collaborative effort in steering strategic decision-makers toward more informed perspectives. The revised emotions of top managers, cultivated through this intricate process, pave the way for iterative, data-informed reappraisals, ultimately fostering radical shifts in strategic paradigms. Our study contributes to the realm of emotions and strategy-making by unraveling the complex web of socially distributed emotion regulation during pivotal moments. Additionally, it enriches the cognitive perspective on strategy by elucidating the dynamic interplay between cognition and emotion over the course of strategic decision-making.