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Affective Match: Leader Emotional Displays, Follower Positive Affect, and Follower Performance

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Author Info
Damen, F.J.A.
Knippenberg, B. van
Knippenberg, D.L. van (Erasmus Research Institute of Management (ERIM), RSM Erasmus University)
Abstract

Leader emotions may play an important role in leadership effectiveness. Extending this earlier research on leader emotional displays and leadership effectiveness, we propose that the “affective match†between follower positive affect (PA) and leaders’ emotional displays moderates the effectiveness of leader emotional displays. Leader display of emotions has more positive effects on follower behavior if the match between the valence of leader emotion and follower PA is strong rather than weak. Support for this hypothesis was found in two experiments. The congruency between leader emotional displays and follower PA determined follower task performance and extra-role compliance. Results from the second experiment indicated that this effect is due to the affective aspects of leader behavior and not to the valence of the content of the message.

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Paper provided by Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam. in its series Research Paper with number ERS-2006-072-ORG Revision_Date: 2009-12-05.

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Date of creation: 18 Jul 2006
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Handle: RePEc:dgr:eureri:30009547

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Keywords: Leadership Effectiveness; Emotions; Positive Affect;

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  1. Cremer, David De & Knippenberg, Daan van, 2004. "Leader self-sacrifice and leadership effectiveness: The moderating role of leader self-confidence," Organizational Behavior and Human Decision Processes, Elsevier, vol. 95(2), pages 140-155, November. [Downloadable!] (restricted)
  2. Glomb, Theresa M. & Hulin, Charles L., 1997. "Anger and Gender Effects in Observed Supervisor-Subordinate Dyadic Interactions," Organizational Behavior and Human Decision Processes, Elsevier, vol. 72(3), pages 281-307, December. [Downloadable!] (restricted)
  3. Anderson, Cameron & Thompson, Leigh L., 2004. "Affect from the top down: How powerful individuals' positive affect shapes negotiations," Organizational Behavior and Human Decision Processes, Elsevier, vol. 95(2), pages 125-139, November. [Downloadable!] (restricted)
  4. Kelly, Janice R. & Barsade, Sigal G., 2001. "Mood and Emotions in Small Groups and Work Teams," Organizational Behavior and Human Decision Processes, Elsevier, vol. 86(1), pages 99-130, September. [Downloadable!] (restricted)
  5. Carnevale, Peter J. D. & Isen, Alice M., 1986. "The influence of positive affect and visual access on the discovery of integrative solutions in bilateral negotiation," Organizational Behavior and Human Decision Processes, Elsevier, vol. 37(1), pages 1-13, February. [Downloadable!] (restricted)
  6. Tiedens, Larissa Z., 2001. "Anger and Advancement versus Sadness and Subjugation: The Effect of Negative Emotion Expressions on Social Status Conferral," Research Papers 1615, Stanford University, Graduate School of Business. [Downloadable!]
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