Dispositional Affect and Leadership Effectiveness: A Comparison of Self-Esteem, Optimism, and Efficacy

By M. M. Chemers, Carlie Watson, S. May. 2000

484 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/61d36a015ceb5de34857d9d74fbdc8baec723dbe

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Theoretical Development and Empirical Examination of a Three-Roles Model of Responsible Leadership (2019, unknown): “High positive affect has also been related to greater social influence and success in negotiations (Chemers et al. 2000) and has been found to be associated with better relations between leaders and followers (Solomon et al.”
Principal self-efficacy and work engagement: assessing a Norwegian Principal Self-Efficacy Scale (2011, background): “Moreover, according to Chemers et al. (2000), leaders’ self-efficacy is important because it affects the attitudes and performance of their followers.”
The power of positivity? The influence of positive psychological capital language on crowdfunding performance (2018, background): “Further, those who desire to appear competent will attempt to signal qualities such as confidence (Holoien and Fiske, 2013), while optimism is positively related to perceptions of leadership potential (Chemers et al., 2000).”
The role of leadership self-efficacy and stereotype activation on cardiovascular, behavioral and self-report responses in the leadership domain (2010, background): “Self-efficacy has been shown to be particularly important construct in the leadership domain (Chemers et al., 2000; Hoyt et al., 2003; Shea & Howell, 1999).”
Linking Developmental Experiences to Leader Effectiveness and Promotability: The Mediating Role of Leadership Self‐Efficacy and Mentor Network (2017, background): “Avolio, 2011), attempts to lead or assume leadership roles (McCormick, Tanguma, & Lopex-Forment, 2002; Paglis & Green, 2002), motivation to lead, and ratings of leadership potential (Chan & Drasgow, 2001; Chemers et al., 2000).”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, unknown): “As previously mentioned, we decided to address a general form of leader efficacy and adopted the leadership role level of specificity (Chan & Drasgow, 2001; Chemers et al., 2000; Hoyt & Blascovich, 2010).”