IDEAS home Printed from https://ideas.repec.org/p/ehl/lserod/116953.html
   My bibliography  Save this paper

The roller coaster of leader affect: an investigation of observed leader affect variability and engagement

Author

Listed:
  • Sun, Jiaqing
  • Wayne, Sandy J.
  • Liu, Yan

Abstract

Recognizing the dynamic nature of affect, we consider observed leader affect and its variability as important social signals that jointly impact employees’ daily affective reactions and work engagement. Integrating the emotion as social information model and adaptation-level theory, we hypothesized that the impact of daily observed leader affect on employees’ affect and subsequent work engagement is moderated by observed leader affect variability. To test the model, an experience sampling method (ESM) involving two surveys per day over 10 days was employed with a sample of 75 employees. Results indicated that observed leader affect variability weakened the positive relationship between observed leader positive affect and employee work engagement via employee positive affect. Also, observed leader negative affect was negatively related to employee work engagement via employee negative affect, but this indirect effect was not moderated by observed leader affect variability. Our results highlight the critical role of observed leader affect variability in understanding leaders’ affective influence on employee affect and engagement.

Suggested Citation

  • Sun, Jiaqing & Wayne, Sandy J. & Liu, Yan, 2022. "The roller coaster of leader affect: an investigation of observed leader affect variability and engagement," LSE Research Online Documents on Economics 116953, London School of Economics and Political Science, LSE Library.
    • Handle: RePEc:ehl:lserod:116953
    as

    Download full text from publisher

    File URL: http://eprints.lse.ac.uk/116953/
    File Function: Open access version.
    Download Restriction: no
    ---><---

    More about this item

    Keywords

    observed leader affect; affect variability; emotion as social information model; adaptation-level theory; work engagement; 71872135;
    All these keywords.

    JEL classification:

    • J50 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - General

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ehl:lserod:116953. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: LSERO Manager (email available below). General contact details of provider: https://edirc.repec.org/data/lsepsuk.html .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.