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 30: Leaders as Emotional Managers, Across Cultures

Joyce E. Bono and Laura G. Barron


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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