What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders

By M. Dasborough, Neal M. Ashkanasy, Eugene Yu Jin Tee, Herman H. M. Tse. 2009

208 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/47f8a535b02daec56036f4b24b0a8d05bf2228ca

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Citations in the corpus

Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level (2011, background): “Various previous studies have operationalized trust at higher levels of analysis, including the organizational level (e.g., Currall & Inkpen, 2002; Dasborough et al., 2009; Lau & Lam 2008; McEvily, Perrone, & Zaheer, 2003; Tse et al., 2008).”
Getting Everyone on Board (2015, background): “…that leader favoritism emphasizes a leader’s unwarranted different treatment of followers, which is often based on the leader’s personal preferences (Dasborough et al., 2009), whereas the tenet of differentiated transformational leadership argues that effective leaders vary their behavior on the…”
Leader perceptions and motivation as outcomes of followership role orientation and behavior (2018, background): “While attempts are being made to rectify this problem (Collinson, 2006; Dasborough et al., 2009; Howell and Shamir, 2005; Kark and Van Dijk, 2007; Leroy et al., 2015; Sy, 2010), empirical investigation of followership—the nature and impact of followers and following in the leadership process (Uhl-Bi”
Current Emotion Research in Organizational Behavior (2011, background): “For example, Dasborough et al. (2009) describe a meso-level model where a leader’s behavior to subordinates (Level 4) is reflected in team-member relationships (Level 3) that in turn reflect on the leader’s performance via emotional-contagion processes, leading to an organizational management…”
Emotional contagion in organizational life (2018, background): “, 2004; Tsai & Huang, 2002;), and a generalized negative mood (Dasborough et al., 2009; Johnson, 2009).”
Emotions in the Workplace (2017, background): “…studies by Barsade (2002) and Kelly & Barsade (2001), and Sy et al. (2005) found evidence for leader-to-member (Hareli & Rafaeli 2008) can ensue, leading ultimately to a complex interaction of reciprocal and recursive spreading of emotional states across the organization (Dasborough et al. 2009).”
The emotional link: Leadership and the role of implicit and explicit emotional contagion processes across multiple organizational levels (2015, background): “This proposition has been implied in conceptual models by Hareli and Rafaeli (2008), which they refer to as ‘emotion spirals’, and in Dasborough et al. (2009) multi-level model in which individual-level negative emotional contagion can eventually influence organization affective and trust climate.”