Leadership, affect and emotions: A state of the science review

By Janaki Gooty, Shane Connelly, Jennifer A. Griffith, Alka Gupta. 2010

447 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/487d571d7a13d81d3f8e2ef262b673cf1217c10b

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

A multilevel model of transformational leadership, affect, and creative process behavior in work teams (2015, background): “In particular we seek to show how individual- and group-focused TFL behaviors align with specific levels of affect and creativity, including relationships at different levels of conceptualization (Gooty, Gavin, & Ashkanasy, 2009; Gooty et al., 2010).”
Authoritarian leadership and employee creativity: The moderating role of psychological capital and the mediating role of fear and defensive silence (2018, background): “Indeed, leadership literature is heavily skewed towards the beneficial effects of positive emotions, leaving negative emotions vastly understudied (Gooty et al., 2010).”
Persuasion in crowdfunding: An elaboration likelihood model of crowdfunding performance (2017, background): “In addition to increasing funder confidence, positive tone may also lead funders to experience positive affect (Bono and Ilies, 2006) or to become ingratiated and, in turn, become more likely to support the entrepreneur’s funding efforts (cf. Gooty et al., 2010).”
Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “…affective and identification mediational pathways were surprising, given that the leadership process has a strong affective component (e.g., Gooty et al., 2010) and that the identification with the leader is an important aspect in the leadership process (e.g., DeRue et al., 2011; van…”
Emotional demands, emotional labour and occupational outcomes in school principals (2017, methodology): “Little research into EL in leaders has been performed (Gooty et al., 2010; Haver et al., 2013; Humphrey, 2012).”
A literature review and emotion-based model of age and leadership: New directions for the trait approach (2013, background): “These abilities, in turn, facilitate leaders' task-, relational-, and change-oriented behaviors (and prevent passive, ineffective leadership), and they can promote task, affective/relational, and overall leadership effectiveness (Gooty et al., 2010;Walter et al., 2011).”
The role of leader emotion management in leader–member exchange and follower outcomes (2016, background): “Yet, rather surprisingly, the literature is fairly scant in this domain with very few studies focusing on specific behaviors leaders enact in response to follower emotion (e.g., Gooty et al., 2010).”
Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes (2016, background): “In addition, as suggested by Gooty et al. (2010), besides cognitive influences, emotions could also influence the level of trust.”
Leading across language barriers: Managing language-induced emotions in multinational teams (2015, background): “According to Gooty et al. (2010), critical incident techniques are well suited to capture the dynamic nature of individual emotions.”
Why and When Leaders’ Affective States Influence Employee Upward Voice (2017, background): “In interactions between a leader and an employee, the employeemay assess the leader’s affect by vocal tone, facial expressions, or gestures (Ambady & Rosenthal, 1992; Gooty et al., 2010).”