Failure feedback as an affective event: Influences of leader affect on subordinate attitudes and performance

By Blaine H. Gaddis, Shane Connelly, Michael D. Mumford. 2004

212 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/93ae214e8f1485a7cb24e029348b55b60b767e09

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

Emotional influence at work: Take it EASI (2012, unknown): “For instance, Gaddis, Connelly, and Mumford (2004) showed that leaders who delivered failure feedback in a positive tone were perceived as more effective and instigated better team performance than leaders who displayed negative affect.”
A multilevel model of transformational leadership, affect, and creative process behavior in work teams (2015, background): “In another laboratory study, Gaddis, Connelly, and Mumford (2004) found that followers' perceptions in response to their leaders' anger and negative affect depend on a team's promotion versus prevention goal orientation.”
7 Emotion in Organizations: A Review and Theoretical Integration (2007, background): “Among the greatest emotional impact for workers are those events related to interactions with coworkers, customers, and supervisors—with leaders' behaviors looming particularly large (eg, Basch & Fisher, 2000 ; Dasborough, 2006 ; Gaddis, Connelly, & Mumford, 2004 ; Mignonac & Herrback, 2004 ).”
A 25-year perspective on levels of analysis in leadership research (2014, background): “In part, the category expansions also relied on leadership classifications presented in Gardner et al. (2010), who identified several prominent leadership categories as part of a review of LQ's second decade of themes, trends and scholarly contributions.”
An interpersonal approach to emotion in social decision making: the emotions as social information model (2010, background): “leaders express positive emotions they are seen as more effective (Gaddis et al., 2004) and charismatic (Bono & Ilies, 2006), and they elicit more prosocial behavior (George & Bettenhausen, 1990), creativity (Visser et al.”
Understanding the positive and negative effects of emotional expressions in organizations: EASI does it (2014, background): “For instance, Gaddis et al. (2004) showed that leaders who delivered failure feedback in a positive tone were perceived as more effective and instigated better team performance than leaders who displayed negative affect.”