I second that emotion: Effects of emotional contagion and affect at work on leader and follower outcomes ☆

By Stefanie K Johnson. 2008

329 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/20bf1649dc0824dd8980984d9a705f3566655664

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “While similar to the effect of emotional contagion (cf. Johnson, 2008; Sy et al., 2005), EASI theory implies that members actively pay attention to emotional cues as a part of the appraisal process before settling on an appropriate emotional reaction.”
Group Emotions: Cutting the Gordian Knots Concerning Terms, Levels of Analysis, and Processes (2015, background): “…across a range of interactions that include employee–customers (e.g. Barger & Grandey, 2006; Pugh, 2001), leader–followers (e.g. Bono & Ilies, 2006; Johnson, 2008; Sy & Choi, 2013; Sy et al., 2005), friend-to-friend (e.g. Fowler & Christakis, 2008; Kramer, Guillory, & Hancock, 2014), and among…”
How Do Happy Leaders Enhance Team Success? The Mediating Roles of Transformational Leadership, Group Affective Tone, and Team Processes† (2011, background): “In recent years, research interests pertaining to how leader positive moods influence team members’ feelings and behaviors have grown rapidly (e.g., Ashkanasy & Tse, 2000; Brief & Weiss, 2002; Damen, van Knippenberg, & van Knippenberg, 2008; Gaddis, Connelly, & Mumford, 2004; Johnson, 2008; Newcombe”
The emotional link: Leadership and the role of implicit and explicit emotional contagion processes across multiple organizational levels (2015, methodology): “Johnson (2008) showed that emotional contagion from leaders to followers also impacted followers’ perception of leader charisma and their organizational citizenship behaviors.”
Are leaders' well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research (2010, background): “Research in this area has focused on studying the effects of leaders’ mood on individuals and the affective tone of groups (Johnson, 2008; Sy, Cole, & Saavedre, 2005), in much the same way as parental stress can spill over to children (Zlotnik, 2001).”
Understanding the Disparate Behavioral Consequences of LMX Differentiation: The Role of Social Comparison Emotions (2018, background): “Indeed, theoretical research argues (e.g., Cropanzano, Dasborough, & Weiss, 2017) and empirical work shows (e.g., Dasborough, 2006; Gaddis, Connelly, & Mumford, 2004; Johnson, 2008; Tse et al., 2013) that leader behaviors, interactions, and exchanges serve as affective events.”
Does Happiness Promote Career Success? Revisiting the Evidence (2018, neutral): “…(Borman, Penner, Allen, & Moto-widlo, 2001; Crede´, Chernyshenko, Stark, Dalal, & Bashshur, 2007; Dalal, Baysinger, Brummel, & Lebreton, 2012; Fisher, 2002; George, 1991; Ilies, Scott, & Judge, 2006; Johnson, 2008; Lee & Allen, 2002; Miles, Borman, Spector, & Fox, 2002; Williams & Shiaw, 1999).”
Group affective tone: A review and future research directions (2013, background): “Other researchers have since demonstrated that emotional contagion susceptibility increases the likelihood of an individual converging with their leaders’ affect (Johnson, 2008) or converging with their team’s affect (Ilies, Wagner, & Morgeson, 2007; Totterdell, 2000).”
Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level (2011, background): “Also, given the relevance of leaders' displays of emotionality for leadership processes and outcomes (Ashkanasy & Humphrey, 2011; Bono & Ilies, 2006; Johnson, 2008), it may be interesting to investigate how leaders' collective tendency to express rather than withhold emotive displays in…”
Emotional contagion in organizational life (2018, background): “Similarly, in a field study of principals and teachers, Johnson (2008) found that followers’ susceptibility to emotional contagion amplified the positive mood transfer between leaders and followers, which in turn had a positive impact on followers’ tendency to engage in organizational citizenship…”
The Wheel Model of humor: Humor events and affect in organizations (2012, background): “In her study of teachers and principals, Johnson (2008) found that leader affect at work was related to follower affect at work via emotional contagion, and that follower affect was related to perceptions of charismatic leadership and organizational citizenship behavior.”
Greening organizations through leaders' influence on employees' pro-environmental behaviors (2013, background): “, Cherulnik, Donley, Wiewel, & Miller, 2001; Johnson, 2008; Lewis, 2000; Sy, Cote, & Saavedra, 2005) and is an important leadership process (Johnson, 2008).”
An Affective Events Model of Charismatic Leadership Behavior: A Review, Theoretical Integration, and Research Agenda (2009, background): “Scholars have frequently pointed to the affective qualities of charismatic leadership (e.g., Cherulnik, Donley, Wiewel, & Miller, 2001; Johnson, 2008; Shamir et al., 1993), arguing that leaders’ respective behavior entails an “intense emotional component” (Bass, 1985: 36).”