Cognitive asymmetry in employee emotional reactions to leadership behaviors

By M. Dasborough. 2006

399 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/5f76cdbfb6454b63f8a8a97470c8a9c61eba6827

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Shared Authentic Leadership and New Venture Performance (2012, background): “According to AET, leaders generate affective events that affect teams positively or negatively, shaping the intensity and form of their emotional responses—and, thus, influencing their overall functioning and performance (Dasborough, 2006; Weiss & Cropanzano, 1996).”
Does leadership need emotional intelligence (2009, methodology): “One huge challenge facing the EI ability measures is the scoring method (Matthews et al., 2002; Zeidner, Mathews, and Roberts (2001). Briefly, EI researchers favor what can be termed “consensus” or “expert scoring.”
THE IMPACT OF PSYCHOLOGICAL CONTRACT BREACH ON WORK‐RELATED OUTCOMES: A META‐ANALYSIS (2007, background): “…(1996) AET also emphasizes the unique role of affective reactions in the workplace as a counterbalance to theories that exclusively focus on judgment processes; the importance of affective reactions has been supported in many studies (e.g., Dasborough, 2006; Judge, Scott, & Ilies, 2006).”
I second that emotion: Effects of emotional contagion and affect at work on leader and follower outcomes ☆ (2008, background): “Insofar as an emotional response occurs in followers, the leader's behavior can be conceptualized as an affective event for followers in terms of Affective Events Theory (AET, Weiss & Cropanzano, 1996), which can impact followers' subsequent attitudes and behaviors (Dasborough, 2006).”
The Energizing Nature of Work Engagement: Toward a New Need-Based Theory of Work Motivation (2017, background): “Relational interactions are among the most emotion-laden experiences individuals will have at work (e.g., Basch & Fisher, 1998; Dasborough, 2006; Elfenbein, 2007; Gaddis, Connelly, & Mumford, 2004; Mignonac & Herrbach, 2004).”
The Influence of Anger, Fear, and Emotion Regulation on Ethical Decision Making (2013, background): “These emotions were selected because they both occur in the workplace (Basch & Fisher, 2000; Dasborough, 2006), are plausible reactions to ethical conundrums (Connelly, Helton-Fauth, & Mumford, 2004; Gaudine & Thorne, 2000), and result in different outcomes when contrasted in other (nonethical)…”
The role of leader emotion management in leader–member exchange and follower outcomes (2016, background): “For example, Dasborough (2006) found that certain leader behaviors (e.g., empowering followers, communication, demonstrating concern, recognizing employee effort) are the causes of affective events in followers thus leading to emotion experiences.”
The Value of Emotional Intelligence for High Performance Coaching (2011, background): “Furthermore, a leader that is able to frequently generate positive boosts may assist in the inoculation of the rigmarole and hassles associated with daily operations [33], a useful ability for coaches within sports that have lengthy pre- and in-season schedules.”
What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders (2009, positive): “First, it suggests that leaders need to consider how they interact with individuals in teams, as their behavior is a source of affective events for followers (Dasborough, 2006).”
Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, background): “Dasborough (2006) described that leadership style triggers subordinates’ affective experience in the form of emotion at the workplace.”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “…as important organizational players who, via their behavior (e.g., giving feedback, allocating tasks etc.) and mood (e.g., enthusiastic, excited, angry, distressed etc.) trigger affective events that have consequences for employees and teams (Dasborough, 2006; Gooty et al., 2010; Tse et al., 2008).”
A Study of Exchange and Emotions in Team Member Relationships (2008, methodology): “The keywords and phrases of the transcripts were compared with each other, and then grouped based on their similarities and differences (Dasborough, 2006).”
The interaction effect of relational norms and agent cooperativeness on opportunism in buyer–supplier relationships (2010, positive): “…to the early leadership research that primarily focused on the key attributes of leaders (e.g., Bass, 1990) and is embedded in a more recent stream of leadership research that focuses on emotional intelligence as a key attribute of leaders (e.g., Dasborough, 2006; Hawkins and Dulewicz, 2007).”
Development and validation of the Interpersonal Emotion Management Scale (2012, background): “Negative emotions occur more frequently and last longer than positive emotions in workplace settings (Dasborough, 2006).”
Strategic Use of Emotional Intelligence in Organizational Settings: Exploring the Dark Side (2010, background): “The expression of negative emotions is fraught with danger given the relative vividness of such emotions (e.g., anger compared to joy, Dasborough, 2006; Hansen & Hansen, 1988).”