Do you feel what I feel? Mood contagion and leadership outcomes

By Stefanie K Johnson. 2009

121 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/13053be94c353e3c9200ec97b4e8a977ad9c243f

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The role of attribution in how followers respond to the emotional expression of male and female leaders (2012, background): “For example, the positivity or negativity of leaders' emotional expressions has been linked to followers' experienced emotions (Johnson, 2009; Sy, Cote, & Saavedra, 2005) and to follower ratings of leader competence and attraction to the leader (Bono & Ilies, 2006).”
Ethical and Unethical Leadership: Exploring New Avenues for Future Research (2010, background): “Additionally, positive emotional displays from leaders influence followers’ perceptions of their leader (e.g., effectiveness, motivational ability) and important outcomes, such as citizenship behavior and performance (bono & Ilies, 2006; Johnson, 2008, 2009; Lewis, 2000; madera & Smith, 2009).”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “Firmly establishing the measurement problem here, Judge and Piccolo (2004) showed meta-analytically that charismatic–transformational leadership is highly correlated (r 1⁄4 0.”
How leader displays of happiness and sadness influence follower performance: Emotional contagion and creative versus analytical performance (2013, background): “Likewise, negative leader affective displays have been shown to decrease both follower assessments of their leader's effectiveness (Lewis, 2000) and follower performance (Johnson, 2009).”
Group Emotions: Cutting the Gordian Knots Concerning Terms, Levels of Analysis, and Processes (2015, background): “…(2011) X Choi et al. (2011) X Cole et al. (2008) X Dutton et al. (2006) X Eberly and Fong (2013) X Huy (2002) X Ilies et al. (2007) X Johnson (2008) X Johnson (2009) X Keck (2014) X Knight (2013) X Lewis (2000) X Maitlis and Ozcelik (2004) X X Mason and Griffin (2003) X Menges et al. (2011) X…”
Emotional contagion in organizational life (2018, background): “, and a generalized negative mood (Dasborough et al., 2009; Johnson, 2009).”
How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus (2016, unknown): “This social modeling idea fits with evidence that followers emulate leaders ’ emotions (Johnson, 2009; Sy, Cote, & Saavedra, 2005) and behaviors (Fast & Tiedens, 2010; Visser, van Knippenberg, van Kleef, & Wisse, 2013).”
A meta‐analysis of emotional intelligence and work attitudes (2017, background): “, SPA and SNA) create ebb and flow in job satisfaction (Ashkanasy & Humphrey, 2011; Humphrey, 2013; Johnson, 2009; Walter & Bruch, 2009; Weiss & Cropanzano, 1996; Weiss et al., 1999).”
Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust? (2015, background): “Research has indicated that the supervisors have an important role in developing employees’ perceptions of the organization (DeConinck & Johnson, 2009).”
Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead (2013, unknown): “Email: Maura.Mills@hofstra.edu The Journal of Positive Psychology, 2013 Vol. 8, No. 2, 153–164, http://dx.doi.org/10.1080/17439760.2013.776622 2013 Taylor & Francis (Johnson, 2009).”
The emotional link: Leadership and the role of implicit and explicit emotional contagion processes across multiple organizational levels (2015, background): “Johnson (2009) highlights that followers’ positive mood, in comparison with negative mood, was especially influential in forming perceptions of leader charisma.”
Leader emotional intelligence and subordinate job satisfaction:a meta-analysis of main, mediator, and moderator effects (2016, unknown): “Leaders generally have the capacity to reduce the effect of negative affective events on followers; in addition, leaders’ actions (praise, criticism, expressions of joy or frustration, and demands for extra work) are often important affective events for their followers (Johnson, 2009).”
Understanding active psychological states: Embedding engagement in a wider nomological net and closer attention to performance (2011, background): “For example, engagement researchers can draw on research in laboratory settings investigating how leaders influence moods (Johnson, 2009), meta-analyses that link leadership to employee motivation (Judge & Piccolo, 2004), field studies of leader impact on empowerment (Pieterse, Knippenberg,…”