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 29: Leadership and Emotional Expression

Debra L. Nelson, Susan Michie and Timothy DeGroot


Debra L. Nelson, Susan Michie and Timothy DeGroot Introduction Contemporary theories of leadership seek to explain why leaders who have exceptional influence on followers and organizations are successful. These theories share a focus on the inspirational side of leadership, examining leaders who inspire followers to new and exceptional levels of satisfaction, commitment and performance and the process through which these effects occur. Various styles of leader behavior are encompassed by the new theories, including visionary (House and Podsakoff, 1994), charismatic (Conger and Kanungo, 1987; Shamir, 1995), transformational (Avolio and Bass, 1995; Bass, 1997) and authentic (Avolio et al., 2004; Gardner et al., 2005). In addition to a shared focus on the inspirational side of leadership, the new genre of theories emphasizes the emotional aspects of leadership. Within this focus, the emotional attachment of leaders and followers is paramount. Leaders use emotion to inspire followers and to motivate them to perform exceptionally well. Inspirational leaders display positive, other-directed emotions such as gratitude, compassion and respect for their followers (Michie and Gooty, 2005). In addition, the contemporary theories highlight symbolic leader behavior, including nonverbal aspects of communication (Shamir et al., 1993). Because the inspirational theories are relatively new, there is little research on the specific processes whereby leader behaviors translate into follower outcomes (Kark et al., 2003). The emerging theory and study of emotional intelligence has generated considerable interest, especially as it pertains to leadership (Ashkanasy and Daus, 2005). Emotional intelligence involves awareness and management of one’s own emotions...

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