Emotion and attribution of intentionality in leader-member relationships.

By M. Dasborough, Neal M. Ashkanasy. 2002

239 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8f7e1bb4226531322bceebac66f9cb4a2087fa70

Citations in the corpus

• How leader displays of happiness and sadness influence follower performance: Emotional contagion and creative versus analytical performance (2013, unknown): “It has been stated that leader affective displays directly impact followers' behaviors and productivity (Dasborough & Ashkanasy, 2002).”
• Pseudo-Transformational Leadership: Towards the Development and Test of a Model (2008, unknown): “There is also some recognition in the literature that, by their very nature, unethical but inspiring leaders fosters followers’ dependence (e.g., Bass and Steidlmeier, 1999; Conger and Kanungo, 1998; Dasborough and Ashkanasy, 2002).”
• Destructive leader traits and the neutralizing influence of an "enriched" job (2007, unknown): “Dasborough & Ashkanasy (2002) suggested that when leaders exhibit negative affect their subordinates tend to infer they have manipulative intentions.”
• Leadership and Organizational Citizenship Behavior: OCB-Specific Meanings as Mediators (2011, unknown): “In the context of the supervisor and employee relationship, employee personality and emotionality influence how they perceive leaders’ behavior, as does the extent to which they perceive the actions of the leaders to be authentic and genuine ( Dasborough and Ashkanasy 2002 ).”
• Emotional intelligence and leader member exchange (2011, unknown): “), emotional expression and leader member exchange (LMX; Dasborough and Ashkanasy, 2002”