How leaders influence the impact of affective events on team climate and performance in R&D teams

By A. Pirola-Merlo, Charmine E J Härtel, Leon Mann, Giles Hirst. 2002

465 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8dcd3978320a7bf77db2b822e256a0fddf002680

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Group Emotions: Cutting the Gordian Knots Concerning Terms, Levels of Analysis, and Processes (2015, background): “At the group level, research suggests that “leaders may . . . be important in managing the cognitive appraisal process that occurs in response to [an] event” (Pirola-Merlo et al., 2002, p. 566).”
The effect of team affective tone on team performance: the roles of team identification and team cooperation (2017, background): “Other research has suggested that team 16 leadership (e.g., leader positive personality and mood) may help develop positive team 17 affective tone (Chi et al., 2011; Pirola-Merlo et al., 2002).”
Emotional intelligence and leadership effectiveness (2006, background): “Emotional intelligence and the leadership process Leadership is a process of social interaction where the leader’s ability to influence the behaviour of their followers can strongly influence performance outcomes (Humphrey, 2002; Pirola-Merlo et al., 2002).”
Manager emotional intelligence and project success: The mediating role of job satisfaction and trust (2016, methodology): “In the same vein, Pirola-Merlo et al. (2002) used AET in a study of leadership to explain the effect workplace events have on team affective climate and consequently on team performance.”
Event System Theory: An Event-Oriented Approach to the Organizational Sciences (2015, background): “For example, Quinn and Cameron (1983) identified four different stages in an organizational life cycle: entrepreneurial, collectivity, formalization, and elaboration.”
Shared Authentic Leadership and New Venture Performance (2012, background): “Indeed, consistent with AET (Weiss & Cropanzano, 1996), prior research has demonstrated that high-quality interactions among a team’s members increase teams’ positive affective tone, which, in turn, fosters performance-related outcomes (Pirola-Merlo et al., 2002; Sy, Côté, & Saavedra, 2005).”
Empathy and the emergence of task and relations leaders (2006, unknown): “Building on earlier theories of social intelligence (Thorndike, 1920) and multiple intelligences (Gardner, 1983), Salovey & Mayer’s (1990) concept of emotional intelligence has captured the attention of practitioners and intrigued researchers.”