A multi-level view of leadership and emotions: Leading with emotional labor

By Neal M. Ashkanasy, R. Humphrey. 2011

96 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/3a86786ca180a33c0985c26ebaf6a46d833d6f58

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Citations in the corpus

Emotions in the Workplace (2017, methodology): “The consequence is that processes of emotional expression and contagion (i.e., “leading with emotional labor”; see Ashkanasy & Humphrey 2011a, p. 363) at on 09 /”
The emotional link: Leadership and the role of implicit and explicit emotional contagion processes across multiple organizational levels (2015, background): “Themodel has been subsequently adapted to explain multi-level processes for specific affective processes in organizations, such as emotional labor (Ashkanasy & Humphrey, 2011) and positive emotions in organizations (Ashkanasy & Ashton-James, 2007).”
The role of leader emotion management in leader–member exchange and follower outcomes (2016, background): “Indeed, many scholars have acknowledged that leaders are active managers of group emotion (Ashkanasy & Humphrey, 2011; Brotheridge & Lee, 2008; George 2000; Humphrey, 2002, 2008; Humphrey et al., 2008; Pescosolido, 2002; Pirola-Merlo, Hartel, Mann & Hirst, 2002).”
Leader emotional intelligence and subordinate job satisfaction:a meta-analysis of main, mediator, and moderator effects (2016, unknown): “…events theory (AET) (Weiss&Cropanzano, 1996), emotional contagion theory (Hatfield, Cacioppo, & Rapson, 1992), and the multilevel model of emotion and leadership (Ashkanasy, 2003; Ashkanasy & Humphrey, 2011a, 2011b), to explain how leaders' EI contributes to subordinates' job satisfaction.”
Interpersonal Emotion Regulation in the Workplace: A Conceptual and Operational Review and Future Research Agenda (2018, unknown): “This also refers to repeated episodes in which a person attempts to regulate another person’s emotions and requires feedback from the target in order to know that this regulatory goal has been attained (e.g. Ashkanasy and Humphrey 2011; Gracia and Ashkanasy 2014; Zaki and Williams 2013).”
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…”
Understanding the Disparate Behavioral Consequences of LMX Differentiation: The Role of Social Comparison Emotions (2018, background): “This is not surprising given that the leadership literature has generally been slow to integrate emotional mechanisms and processes (Ashkanasy & Humphrey, 2011), but it is problematic because affect is one of four “currencies of exchange” in LMX relationships (Dienesch & Liden, 1986; Liden &…”
Emotional Intelligence in Organizations: Bridging Research and Practice (2016, background): “Although theory and research on EI have generally focused on individual differences, EI can also be studied at the group and organizational levels of analysis (Ashkanasy & Humphrey, 2011; Huy, 1999; Menges, 2012).”
Integrating emotions and affect in theories of management (2017, background): “In view of this “untapped potential,” identified by Ashkanasy and Humphrey (2011a), it seemed that the time was ripe for us to call for organizational scholars to submit their ideas for further theoretical development in this field.”
Leadership and followership identity processes: A multilevel review ☆ (2017, unknown): “Despite the wealth of papers focusing on leadership and emotion that have been published in recent years (e.g., Ashkanasy & Tse, 2000; Ashkanasy & Humphrey, 2011; Avolio, Gardner, Walumbwa, Luthans, & May, 2004; Gardner, Fischer, & Hunt, 2009; George, 2000; Rubin, Munz, & Bommer, 2005; Sy, Côté, &…”