Transformational leadership as management of emotion: A conceptual review

By Neal M. Ashkanasy, Barry Tse. 2000

377 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/993d876879653609953af5f7b5a40a9aff55ecd9

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Citations in the corpus

Emotional Intelligence, Leadership Style, and Perceived Leadership Effectiveness (2009, background): “Numerous studies examine the correlation between transformational and transactional leadership styles and various criteria of leadership effectiveness (e.g., Ashkanasy & Tse, 2000; Avolio & Howell, 1992; Yammarino & Bass, 1990).”
Transformational leadership as a mediator between emotional intelligence and team outcomes (2011, background): “Transformational leadership theory has also highlighted the importance of leaders' influence on followers' emotional states (Ashkanasy & Tse, 2000) and several studies have provided emotion-type insights into the transformational leader–follower linkage.”
Impact of leadership style and emotions on subordinate performance (2002, background): “Accordingly, they tend to interpret information, exchanges, and interactions with colleagues from a positive perspective (Ashkanasy & Tse, 2000).”
Mood and Emotions in Small Groups and Work Teams (2001, unknown): “Emotion is an inherent part of the " charisma " construct (Wasielewski, 1985) as related to group or organizational leaders, particularly transformational leaders (e.g., Ashkanasy & Tse, 2000).”
The case for the ability‐based model of emotional intelligence in organizational behavior (2005, background): “Related, Ashkanasy and Tse (1998) argue convincingly that emotion-related variables can be important at every stage of the process linking transformational leadership and workgroup outcomes, and Prati, Douglas, Ferris, Ammeter, and Buckley (2003) developed a conceptual model for the merging of emoti”
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts (2014, unknown): “35, 413–433 (2014) DOI: 10.1002/job (Ashkanasy & Tse, 2000).”
Emotional Intelligence and Its Relationship to Transformational Leadership and Key Project Manager Competences (2010, background): “A number of authors have suggested that underpinning transformational leadership is the enhanced emotional attachment to the leader (Ashkanasy & Tse, 2000; Dulewicz & Higgs, 2003) that arises as a result of leaders using emotional intelligence.”
Why Does Affect Matter in Organizations (2007, background): “Transformational leadership is a setting in which the importance of emotions in leadership effectiveness has been specifically emphasized (Ashkanasy & Tse, 2000).8 For example, a recent study examining the effects of emotional intelligence and personality traits on transformational leadership…”
. (2005, background): “In light of emerging empirical evidence of the importance of such emotions to leadership processes (Ashkanasy & Daus, 2002; Ashkanasy & Tse, 2000; George, 2000), we consider this novel and intriguing perspective on the development of authentic leadership to be highly promising.”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “Four years later, Ashkanasy and his colleagues (Ashkanasy & Tse, 2000; Fisher & Ashkanasy, 2000) took this notion a step further, proposing that affect is in fact of central importance in LMX development and maintenance processes (see also Ashkanasy, Härtel, & Daus, 2002).”
Elevation at work: The effects of leaders’ moral excellence (2010, unknown): “Research on affective consequences of leader’s behavior and on emotional processes involved in the leader–follower relationship grew up since Ashkanasy and Tse (2000) first highlighted the role of emotions in leadership effectiveness.”