When leaders display emotion: how followers respond to negative emotional expression of male and female leaders

By Kristi M. Lewis. 2000

593 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/36a5b943bde4393330fa5f2aa3cc4ff0016574ec

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

The Effect of Leadership on Follower Moral Identity: Does Transformational/Transactional Style Make a Difference? (2011, background): “Transformational leaders model moral values themselves and use their charisma in creating a moral “contagion” process (Lewis, 2000) that attracts followers to model those same moral values.”
An episodic process model of affective influences on performance. (2005, background): “Organizational researchers have begun to explore the causes and consequences of both general moods (Alliger & Williams, 1993; Isen & Baron, 1991) and various discrete emotions (Fitness, 2000; Lewis, 2000; Pillutla & Murnighan, 1996).”
Perceptions of leader emotion regulation and LMX as predictors of followers' job satisfaction and organizational citizenship behaviors (2012, unknown): “…literature has focused almost exclusively on leader Emotional Intelligence (EI; George, 2000; Goleman, Boyatzis, & McKee, 2002; Mandell & Pherwani, 2003; Wong & Law, 2002) or displays of discrete emotions and their blends (e.g., Bono & Ilies, 2006; Lewis, 2000; McColl-Kennedy & Anderson, 2002).”
Does emotional intelligence – as measured by the EQI – influence transformational leadership and/or desirable outcomes? (2006, unknown): “Lewis (2000) argues that positive affect and enthusiasm are necessary to elevate the emotional state of followers.”
The role of attribution in how followers respond to the emotional expression of male and female leaders (2012, background): “Studies that have examined particular forms of leader emotional expression (e.g., Glomb & Hulin, 1997; Lewis, 2000) are limited to short-term hypothetical situations and raise questions about whether a particular type of emotional expression will remain influential to followers after repeated…”
Emotional labor and leadership: A threat to authenticity? (2009, background): “In contrast, Lewis (2000) found that leader displays of negative emotions produced more negative affective states among followers and less favorable assessments of leader effectiveness.”
Ethical and Unethical Leadership: Exploring New Avenues for Future Research (2010, background): “Groups with leaders who display positive emotions exhibit more coordination and expend less effort than groups with negatively affective leaders (Sy, Côté, & Saavedra, 2005), Additionally, positive emotional displays from leaders influence followers' perceptions of their leader (e,g,, effectiveness,”
A Managerial In-Basket Study of the Impact of Trait Emotions on Ethical Choice (2004, background): “A study by Lewis (2000) indicated that the expres sion of sadness by a male leader reduced emotional arousal in followers, while the expres sion of anger increased emotional arousal.”
Understanding the positive and negative effects of emotional expressions in organizations: EASI does it (2014, background): “For instance, studies have shown that positive emotional expressions of leaders result in higher follower ratings of leadership quality (Glomb and Hulin, 1997; Lewis, 2000) and charisma (Bono and Ilies, 2006).”
EMOTIONAL INTELLIGENCE, LEADERSHIP EFFECTIVENESS, AND TEAM OUTCOMES (2003, background): “In any event, the positive emotion of the leader elevates the team's emotional state, and inspires members to perform with more enthusiasm (Ashforth & Humphrey, 1995; Lewis, 2000).”
Emotional Contagion and its Relevance to Individual Behavior and Organizational Processes: A Position Paper (2012, background): “It also has an influence on follower affect through EC (Cherulnik et al. 2001; Lewis 2000).”
Why Does Affect Matter in Organizations (2007, background): “Negative affective expressions can poison organizational cultures (Aquino, Douglas, & Martinko, 2004), negatively influence perceptions of leaders (Lewis, 2000), and potentially lead to aggression or violence (Fox & Spector, 1999).”
The contagious leader: impact of the leader's mood on the mood of group members, group affective tone, and group processes. (2005, background): “Leaders frequently experience moods, but the consequences of leaders’ moods on their subordinates are unclear (Brief & Weiss, 2002; Lewis, 2000).”
Impact of leadership style and emotions on subordinate performance (2002, background): “Despite the increasing interest in emotions and their impact on leadership style and performance, research investigating the role of emotion on workers and its influence on interworker relationships has yet to be fully explored (Fitness, 2000; Lewis, 2000).”
Smile Big or Not? Effects of Smile Intensity on Perceptions of Warmth and Competence (2016, background): “Similarly, in interpersonal communications, people often display smiles when they intend to form cooperative relationships (Mehu and Dunbar 2008) or seek interpersonal rapport (HennigThurau et al. 2006).”