Edited by Neal M. Ashkanasy and Cary L. Cooper
Chapter 28: Leadership, Affect, and Emotions
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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