Edited by Neal M. Ashkanasy and Cary L. Cooper
Joyce E. Bono and Laura G. Barron Introduction Historically the study of leaders and leadership has focused on leader traits and behaviors that predict leadership eﬀectiveness and emergence (see Judge et al., 2002; Judge & Piccolo, 2004). Over the past few decades, there has been increasing interest in the mechanisms by which leader behaviors inﬂuence employees, with particular interest in emotional processes. The notion that leaders inﬂuence workers’ emotions is not new (see Redl, 1942). Nevertheless, a resurgence of interest in emotions in the leadership process has recently occurred, motivated in part by the increasing popularity of neo-charismatic theories of leadership, which focus on emotional connections between leaders and followers (Bass, 1985; Shamir et al., 1993). Recent research on leaders as managers of employee emotions has focused on two broad research questions: First, do transformational and charismatic leaders diﬀer emotionally from those leaders who do not behave in charismatic or transformational ways? Research in this area has focused on both the extent to which transformational leaders are aware of and manage their own and others’ emotions (emotional intelligence) and the extent to which transformational leadership is associated with the experience and expression of positive emotions. Second, how do leaders’ emotional expressions aﬀect others, especially subordinates and other members of the work group? Research in this area has focused on the transfer of emotions between leaders and others, especially the eﬀects of leaders’ emotions on work group members (e.g., emotional contagion). In this chapter, we brie...
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