Table of Contents

Research Companion to Emotion in Organizations

Research Companion to Emotion in Organizations

New Horizons in Management series

Edited by Neal M. Ashkanasy and Cary L. Cooper

This Companion brings together many leading scholars to address a wide range of topics in 38 chapters, across five levels of organizational analysis – including within-person, between-person (individual differences), relationships, groups, and the organization as a whole. Chapters tackle structure and measurement of emotion, antecedents and consequences of positive and negative emotions, including effects on work satisfaction and performance. The expression, recognition, and regulation of emotion and the propagation of mood and emotion in groups are also dealt with. The Companion explores contemporary issues including leadership, organizational climate and culture, as well as organizational change.

Chapter 28: Leadership, Affect, and Emotions

Daan van Knippenberg, Barbara van Knippenberg, Gerben A. Van Kleef and Frederic Damen

Subjects: business and management, organisational behaviour

Extract

28 Leadership, affect, and emotions Daan van Knippenberg, Barbara van Knippenberg, Gerben A. Van Kleef and Frederic Damen* Introduction Leadership has a long history in research in psychology and organizational behavior. The core issue in this research has always been the question of what makes leaders effective in influencing and mobilizing followers (Bass, 1990; Chemers, 2001; Yukl, 2002; van Knippenberg et al., 2004). In this chapter, we address the role of affect and emotion in this process. The chapters in this Research Companion testify to the myriad roles emotions may play in organizations, especially in social interaction, and as the dynamics of leadership essentially revolve around leader–follower relationships and interaction, leadership is one of the areas in which the influence of emotions should be clearly visible (Brief & Weiss, 2002; Humphrey, 2002; Lord & Brown, 2004). Somewhat surprisingly, however, despite its long history, leadership research has only relatively recently started to empirically investigate the role of leader and follower affect and emotions. Accordingly, this chapter reviews a field of research that is emerging much more than it is established. The empirical literature in leadership, affect, and emotions has mainly revolved around three issues: the influence of leader affect in leadership effectiveness, the role of follower affect engendered by leadership, and the role of leaders’ ability to adequately respond to followers’ (and own) affective states. Accordingly, this chapter is structured around a discussion of these three issues, each of which...

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