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 32: An Interactive, Process Model of Emotions and Leadership

Rebecca J. Reichard and Ronald E. Riggio


Rebecca J. Reichard and Ronald E. Riggio I have four words for you . . . I LOVE THIS COMPANY! YEAAAAH! (Steve Ballmer, CEO of Microsoft) Introduction It is rare to see a corporate leader running across a stage, screaming hysterically in an effort to pump up his employees like Steve Ballmer, CEO of Microsoft, has done (in a now-famous video clip1). For the most part, the use of emotions in organizational leadership is more subtle and subdued. Yet, we argue that emotions are an important element in all types of leadership. Leaders use emotions, as Steve Ballmer has, to try to inspire and motivate followers. Emotions are also important in establishing leader–follower relationships that go beyond mere transactional exchanges of labor or services for compensation. Good leader–follower relationships are important for building commitment to the group or organization and can have positive impact on work-group performance (Wang et al., 2005). Followers, in turn, can use emotional pleas or expressions of support to try to influence leaders. Importantly, effective leadership involves the regulation of one’s own emotions and the ability to control the emotional climate of the work group or organization. Despite the importance of emotions to the leader–follower relationship, there has not been a great deal of attention given to the complexity of emotions and emotional communication in leadership until quite recently (e.g., special issue of Leadership Quarterly, 13(5), 2002). The purpose of this chapter is to describe an interactive, process model of the emotional...

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