Impact of leadership style and emotions on subordinate performance

By Janet R. Mccoll-Kennedy, Ronald D. Anderson. 2002

645 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3e15fd2e4a7d3b4f926cdd3d717a08f73a0e625d

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Mind the mindset! The interaction of proactive personality, transformational leadership and growth mindset for engagement at work (2018, result): “In line with earlier studies that confirmed the link between transformational leadership and employees’ performance (see e.g. Harter et al., 2002; Howell and Avolio, 1993; McColl-Kennedy and Anderson, 2002; Yammarino and Bass, 1990), further research could also extend the outcomes toward performance”
Empathy and the emergence of task and relations leaders (2006, background): “McColl-Kennedy & Anderson (2002) demonstrated that leaders strongly influenced their subordinates’ feelings of frustration and feelings of optimism, which in turn influenced objective sales performance.”
Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital (2017, neutral): “[66], combining with the Chinese context.”
Do transformational leaders enhance their followers' daily work engagement? (2011, background): “Many studies have confirmed the link between transformational leadership and employee performance (see for example Harter et al., 2002; Howell & Avolio, 1993; McColl-Kennedy & Anderson, 2002; Yammarino & Bass, 1990).”
The Impact of Goal Orientation on the Association between Leadership Style and Follower Performance, Creativity and Work Attitudes (2007, background): “…as manifested by financial indices, sales, productivity, quality and other measures (e.g. Avolio et al., 1988; Barling et al., 1996; Carless et al., 1995; Geyer and Steyrer, 1998; Hater and Bass, 1988; Howell and Avolio, 1993; McColl-Kennedy and Anderson, 2002; Yammarino and Bass, 1990).”
How do transformational leaders influence followers' affective well-being? Exploring the mediating role of self-efficacy (2009, background): “Indeed, McColl-Kennedy and Anderson ( 2002 ) found that transformational leadership was positively associated with followers' optimism.”
Shared Authentic Leadership and New Venture Performance (2012, background): “Researchers have long recognized that leaders are able to arouse strong positive feelings in their followers (Dasborough & Ashkanasy, 2002; J. M. George, 2000), which—in turn— favorably influence their work attitudes and behaviors (Gooty et al., 2010; McColl-Kennedy & Anderson, 2002).”
The relationship between transformational leadership, perceived leader effectiveness and teachers’ job satisfaction (2014, background): “In many cases, the impact of transformational leadership behaviors on performance was found to be significant but indirect (McColl-Kennedy and Anderson, 2002; Podsakoff et al., 1990).”
Current Emotion Research in Organizational Behavior (2011, background): “McColl-Kennedy and Anderson (2002) also examined negative, frustrating events at work, and found that managers high on transformational leadership were able to instill feelings of optimism, thereby increasing performance and goal achievement.”
Leading across language barriers: Managing language-induced emotions in multinational teams (2015, background): “Since employees in lower ranks of an organization usually have little scope to influence their colleagues’ emotions, most of these studies focus on higher-ranking managers addressing their subordinates’ emotions (e.g. McColl-Kennedy & Anderson, 2002; Ozcelik, Langton, & Aldrich, 2008).”
I second that emotion: Effects of emotional contagion and affect at work on leader and follower outcomes ☆ (2008, background): “That is, leaders who are charismatic elicit more positive affect from followers (Dasborough, 2006; McColl-Kennedy & Anderson, 2002), just as follower positive affect impacts attributions of charismatic leadership.”
Social distance as a moderator of the effects of transformational leadership: Both neutralizer and enhancer (2009, background): “Because transformational leaders tend to be optimists (Berson et al., 2001; McColl-Kennedy & Anderson, 2002), they should also experience positive emotions (Walter & Bruch, 2007) and display overtly positive behaviors, such as smiling and being warm and affable (Cherulnik et al., 2001; Erez et al.,…”