Development and test of a model linking emotions and work behaviors

Scope and Method of Study: This dissertation investigates the effects of discrete emotions and Emotional intelligence on work related behaviors. The research design follows a laboratory based design and an event based field longitudinal study.Findings and Conclusions: Emotional Intelligence moderated the relationship between four discrete emotions (anger, guilt, joy and pride) and coping strategies. Coping strategies (either task focused or emotion focused) in turn had effects on performance, workplace deviance behavior and organizational citizenship behaviors

Leaders pay a price when they mismanage employees’ negative feelings

It impacts people's relationships with the boss, their job satisfaction and helping behaviours, write Laura M. Little, Janaki Gooty and Michele William

Gender Bias and Equity Resources

This is a reference list for credible sources on reducing gender biases and promoting equity

The Role of Leader Emotion Management in Leader-Member Exchange and Follower Outcomes

Drawing upon social exchange and emotion regulation theories, we develop and test a model of four specific leader behaviors directed at managing followers’ negative emotions. These leader interpersonal emotion management (IEM) strategies are posited to affect followers’ organizational citizenship behaviors performed within interpersonal relationships (OCBIs) and job satisfaction via follower perceptions of the quality of the leader-follower exchange relationship. In contrast to most current cognitive-transactional views of social exchange, here we posit that some, but not all, leader emotion management behaviors promote and strengthen the leader-member exchange (LMX) relationship. Specifically, we contend that followers’ perception of problem-focused leader emotion-management strategies such as cognitive change and situation modification is positively associated with LMX. This will have overall positive consequences for OCBIs and job satisfaction. In contrast, we suggest that when followers perceive that leaders use strategies that are not problem-focused, such as attentional deployment and modulating the emotional response, their perceptions of the LMX relationship will be undermined, which will have negative consequences for OCBI and job satisfaction. Results from multisource data in a sample of 163 leader-follower dyads confirmed the majority of the hypothesized direct effects of the leader emotion management strategies and mediating effects of leader-member exchange.Williams12_The_role_of_leader_emotion_management.pdf: 640 downloads, before Oct. 1, 2020

Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda

Ethical leadership has attracted massive attention in the twenty-first century. Yet despite this vast literature, knowledge of ethical leadership suffers from two critical limitations: First, existing conceptualizations conflate ethical leader behaviors with followers' evaluations of leaders' characteristics, values, traits, and followers' cognitions. Second, we know little to nothing regarding the causes and consequences of ethical leadership behaviors as most of the evidence not only confounds concepts, but also precludes causal inferences due to design problems. Thus, we first presenta review of the definitions of ethical leadership that alarmingly reveals a hodgepodge of follower evaluations of leader behaviors, traits, and values. We then address this concept confusion by drawing upon signaling theory in presenting a new conceptualization of ethical leadership behavior (ELB) defined as signaling behavior by the leader (individual) targeted at stakeholders (e.g., an individual follower, group of followers, or clients) comprising the enactment of prosocial values combined with expressions of moral emotions. As such, enacting prosocial values and expressing moral emotions are each necessary for ethical leadership. Next, we review thenomological network of ELB at the individual, dyad, and group levels. We conclude with a discussion of future research directions in testing new theoretical models, including a set of theoretical andmethodological recommendation

Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity

Two increasingly popular domains of research have made great strides explaining leadership via an identity lens (Haslam et al., 2022). These domains focus either on a leader’s own identity or on a leader’s influence in representing and altering the identities of others. Our paper contributes to these areas by highlighting dominant assumptions underlying the literatures and generating counterfactual assumptions in need of systematic exploration. It is important to acknowledge and evaluate assumptions because of the role they play in what we study and how we interpret data. As such, our paper brings existing assumptions to light and generates counterfactuals that are in need of more sustained empirical work. Our work thus sets out to a) expose existing assumptions at the intersection of leadership and identity, b) generate theoretically plausible counterfactual assumptions and c) identify themes tying our counterfactual assumptions together. Together, this paper supports, challenges, and promotes the extension of research applying an identity lens to leadership