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Leader emotion as a catalyst of effective leader communication of visions, value-laden messages, and goals

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  • Venus, Merlijn
  • Stam, Daan
  • van Knippenberg, Daan

Abstract

Despite the importance that effective leader communication of visions, value-laden messages, and goals seems to have in leadership, we know very little about which leader behavior is conducive to effective persuasive communication of desired end states. The current research highlights leader emotion as useful for leaders to make followers receptive to leaders’ communicated end state. Across four experiments we found that follower performance was highest when there was a match between leader emotion and end state in terms of implied regulatory focus (promotion vs. prevention). Three of these experiments tested the proposed underlying mechanism of this pattern and found that leader enthusiasm (agitation) primed followers with promotion (prevention) focus, which in turn generated high follower performance when leaders communicated end states that sustained this focus, that is, when visions appealed to promotion (prevention); persuasive messages contained openness (conservatism) values; and when goals were defined as maximal (minimal) goals.

Suggested Citation

  • Venus, Merlijn & Stam, Daan & van Knippenberg, Daan, 2013. "Leader emotion as a catalyst of effective leader communication of visions, value-laden messages, and goals," Organizational Behavior and Human Decision Processes, Elsevier, vol. 122(1), pages 53-68.
    • Handle: RePEc:eee:jobhdp:v:122:y:2013:i:1:p:53-68
    DOI: 10.1016/j.obhdp.2013.03.009
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    Cited by:

    1. Chang Yi-Ying & Liu Yi Ping & Chang Che-Yuan, 2019. "A Multilevel Examination of Entrepreneurial Orientation and Corporate Entrepreneurship: the Joint Impact of Unit-Level Social Capital and Firm-Level Transformational Leadership," Entrepreneurship Research Journal, De Gruyter, vol. 9(4), pages 1-19, October.
    2. Pinar Celik & Martin Storme, 2019. "Weak or caring? When Sad Leaders Are Perceived As More Effective than Angry Leaders," Working Papers CEB 19-010, ULB -- Universite Libre de Bruxelles.
    3. Lord, Robert G. & Gatti, Paola & Chui, Susanna L.M., 2016. "Social-cognitive, relational, and identity-based approaches to leadership," Organizational Behavior and Human Decision Processes, Elsevier, vol. 136(C), pages 119-134.
    4. Daan Stam & Robert G. Lord & Daan van Knippenberg & Barbara Wisse, 2014. "An Image of Who We Might Become: Vision Communication, Possible Selves, and Vision Pursuit," Organization Science, INFORMS, vol. 25(4), pages 1172-1194, August.
    5. Johnson, Russell E. & King, Danielle D. & (Joanna) Lin, Szu-Han & Scott, Brent A. & Jackson Walker, Erin M. & Wang, Mo, 2017. "Regulatory focus trickle-down: How leader regulatory focus and behavior shape follower regulatory focus," Organizational Behavior and Human Decision Processes, Elsevier, vol. 140(C), pages 29-45.

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