The effects of leader negative emotions on evaluations of leadership in a crisis situation: The role of anger and sadness.

By Juan M. Madera, D. B. Smith. 2009

183 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/cc6cd2d05efd9b539d57f0fafe37e61de9a240ec

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Eugene Yu Jin Tee
2. Gerben A. van Kleef
3. Marie S. Mitchell
4. Michael E. Brown
5. S. Restubog
6. Neal M. Ashkanasy
7. Ping Shao
8. J. Schaubroeck

In Social Psychology

1. Eugene Yu Jin Tee
2. Gerben A. van Kleef
3. Lu Wang
4. S. Restubog
5. V. Lu
6. Bo Shao
7. Neil Paulsen
8. Zhaoli Song

Citations in the corpus

• Why and When Leaders’ Affective States Influence Employee Upward Voice (2017, background): “…that like positive affect, negative affect also serves important social functions (e.g., Lelieveld, Van Dijk, Van Beest, Steinel, & Van Kleef, 2011; Madera & Smith, 2009) and that emotional contagion and signaling are the two possible influential processes (e.g., Eberly & Fong, 2013; Van Kleef et…”
• Does Anger Expression Help or Harm Leader Effectiveness? The Role of Competence-based versus Integrity-based Violations and Abusive Supervision (2017, methodology): “Consistent with prior studies on anger expression in leadership (e.g., Madera & Smith, 2009), Study 1 used a scenario-based vignette to assess participants’ responses to a hypothetical leader’s anger expression.”
• Revisiting followership through a social identity perspective: the role of collective follower emotion and action (2013, background): “Recent research (Eberly & Fong, 2013, Madera & Smith, 2009; Stewart et al., 2009) shows further that leader emotional expressions are important influencers of followers' perceptions towards leaders.”
• Ethical and Unethical Leadership: Exploring New Avenues for Future Research (2010, background): “For example, Madera and Smith (2009) found that leaders who display certain negative emotions differentially influenced employees' assessments about their leader's effectiveness.”
• The role of attribution in how followers respond to the emotional expression of male and female leaders (2012, background): “For example, often followers accept or even prefer that their leaders express negative emotions, such as during times of stress and crisis (see Humphrey, Pollack, & Hawver, 2008; Madera & Smith, 2009).”
• Gender, emotion and power in work relationships (2011, background): “Both male and female leaders who displayed sadness received lower evaluations than those who did not display emotions, as sadness is associated with lack of self-confidence and power (cf., Madera & Smith, 2009).”
• The Scared, the Outraged, and the Anxious: How Crisis Emotions, Involvement, and Demographics Predict Publics’ Conative Coping (2016, unknown): “…relevant (e.g., generally positive emotions such as gratitude, interest, love, pride [e.g., Fredrickson et al., 2003; Lazarus, 1999] and generally negative emotions such as dread, sadness, morbidity, disgust [e.g., Lazarus, 1999; Madera & Smith, 2009; Slovic, Finucane, Peters, & MacGregor, 2004]).”
• The emotional link: Leadership and the role of implicit and explicit emotional contagion processes across multiple organizational levels (2015, background): “Emotional contagion from leaders to followers during crisis situations has also been shown to influence followers’ judgments of leader intentions during situations of crisis (Madera & Smith, 2009).”