Research Companion to Emotion in Organizations
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Research Companion to Emotion in Organizations

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.
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Chapter 27: Research Trends in Emotions and Leadership

Ronald H. Humphrey, Janet B. Kellett, Randall G. Sleeth and Nathan S. Hartman


Ronald H. Humphrey, Janet B. Kellett, Randall G. Sleeth and Nathan S. Hartman Introduction The last few years have seen an explosive growth in the number of publications on emotions and leadership. Emotions and affective variables have been incorporated in to virtually all of the major leadership approaches. Even attributional and sense-making models of leadership – which traditionally have taken a purely cognitive approach – now have some researchers including affective variables in their models. In this chapter we shall outline some of the more promising research trends in the area of emotions and leadership. We start by discussing how researchers have related core emotional traits/competencies to traits traditionally studied by leadership researchers, such as intelligence. These studies show that emotional intelligence/competencies add additional explanatory value over and above that of previously studied traits and skills. The next sections will explain the basic concepts behind emotion research while linking these concepts to important leadership roles. For example, we shall explain the core concepts behind affective events theory (AET) and show how researchers have related AET to leaders’ influence over team members’ moods and emotions. The last sections of the chapter will then discuss specific leadership models, such as transformational leadership theory or LMX, and talk about how researchers have incorporated emotions into these models. We shall also discuss how leading with emotions contributes to ethical behavior. Throughout the chapter, we shall suggest research areas that offer promising chances for new breakthroughs and research streams. Emotions and...

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