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17 - Leadership, Affect, and Emotion in Work Organizations

from Part III - Workplace Affect and Interpersonal and Team-Level Processes

Published online by Cambridge University Press:  25 June 2020

Liu-Qin Yang
Affiliation:
Portland State University
Russell Cropanzano
Affiliation:
University of Colorado
Catherine S. Daus
Affiliation:
Southern Illinois University Edwardsville
Vicente Martínez-Tur
Affiliation:
Universitat de València, Spain
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Summary

In this chapter, we review the literature on leadership and emotion. Progress in understanding the junction of these two ideas has been steady but slow. To address this concern, at the conclusion of this chapter, we briefly discuss two theoretical obstacles that, in our view, have slowed progress. However, we begin with the larger substance of our chapter, which focuses on leaders’ affect at three levels of analysis – the overall climate, the work team, and, finally, the leader himself or herself. We show that leader emotion can be important at all three levels of analysis. At the highest level of analysis, leaders create emotional climate through personnel practices, by rewarding (or punishing) culturally appropriate emotion displays, and by their treatment of individual employees. Moving to teams and dyads, we will see that emotions can influence followers through contagion or emotional correspondence. Finally, looking within the leader, our review underscores how emotional intelligence is crucial for effective leadership.

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Publisher: Cambridge University Press
Print publication year: 2020

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