The role of affect and affective congruence in perceptions of leaders: An experimental study.

By M. J. Newcombe, Neal M. Ashkanasy. 2002

264 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/67932a7df8dc10eaca9ceb8f985617e7c5a1068a

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Citations in the corpus

How leaders' emotional displays shape followers' organizational citizenship behavior (2015, background): “Effects of leaders' emotional displays on followers In the last two decades or so, an increasing scholarly awareness has emerged that emotions play a pivotal role in the leadership process (George, 2000; Humphrey, 2002; Newcombe & Ashkanasy, 2002).”
Anger and happiness in virtual teams: Emotional influences of text and behavior on others’ affect in the absence of non-verbal cues (2011, background): “Newcombe and Ashkanasy (2002) also studied incongruence between verbal and non-verbal expressions of emotion.”
7 Emotion in Organizations: A Review and Theoretical Integration (2007, background): “In simulated work environments and video vignette studies, participants viewing negative displays from supervisors gave lower satisfaction ratings ( Glomb & Hulin, 1997 ; Newcombe & Ashkanasy, 2002 ).”
Empathy and the emergence of task and relations leaders (2006, background): “Q Leaders’ abilities to display emotions apparently can influence how subordinates perceive them, and thus their ability to develop effective leader–member relationships (Dasborough & Ashkanasy, 2002; Graen & Uhl-Bien, 1998; Newcombe & Ashkanasy, 2002).”
I second that emotion: Effects of emotional contagion and affect at work on leader and follower outcomes ☆ (2008, background): “…who express positive affect are perceived as more effective and charismatic than those who do not (Gaddis, Connelly, & Mumford, 2004; Lewis, 2000; Newcombe & Ashkanasy, 2002), as the expression of positive affect is one of the specific behavioral indicators of charismatic leadership (Bass, 1985).”
Studies of Cognition and Emotion in Organisations: Attribution, Affective Events, Emotional Intelligence and Perception of Emotion (2002, background): “Results of a preliminary laboratory study ( Newcombe & Ashkanasy, in press ) have indicated that subordinates are more influenced by perception of non-verbal cues in leader-member interactions than by the content of the message being communicated verbally.”
Explaining Knowledge Sharing (2006, background): “Newcombe and Ashkanasy (2002) found that displays of positive nonverbal affect by a communicator give him or her more negotiation latitude.”
Emotional intelligence and leader member exchange (2011, background): “We argue that high-quality relationships will produce positive emotion ( Newcombe and Ashkanasy, 2002”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, background): “…is possible that even task leaders spend most of their communication time expressing positive emotions, and only use negative emotional expressions when they must express a negative message, such as communicating a negative assessment of performance (as in the Newcombe and Ashkanasy, 2002, study).”
Searing sentiment or cold calculation? the effects of leader emotional displays on team performance depend on follower epistemic motivation (2009, unknown): “On the one hand, several studies have reported beneficial effects of positive emotional displays on ratings of leader negotiating latitude (Newcombe & Ashkanasy, 2002), evaluations of leader effectiveness (Gaddis, Connelly, & Mumford, 2004), and ratings of charisma (Bono & Ilies, 2006), team…”
What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders (2009, unknown): “The display of affect by leaders has been shown to influence follower attributions, especially in cases of inconsistent affective displays (Newcombe & Ashkanasy, 2002) and negative affective displays (Gaddis, Connelly, & Mumford, 2004).”
Emotion regulation in leader–follower relationships (2008, background): “Furthermore, Newcombe and Ashkanasy (2002) have shown how emotions influence the way subordinates perceive leaders, and found that leaders’ emotional expressions are typically more important to followers than the objective content of their communication.”
Best Practice Recommendations for Designing and Implementing Experimental Vignette Methodology Studies (2014, background): “Examples of such studies include Aguinis and Adams (1998), Newcombe and Ashkanasy (2002), and Pelletier (2012).”
Funders' positive affective reactions to entrepreneurs' crowdfunding pitches: The influence of perceived product creativity and entrepreneurial passion (2017, background): “For example, meeting an attractive person (Baron et al., 2006), viewing a presentation by a charismatic speaker (Newcombe and Ashkanasy, 2002), and achieving a major career milestone (Baron, 2008) each represent an external event that may trigger positive affective reactions in the individuals who…”