Emotion regulation in leader–follower relationships

By Lars Glasø, Staale Einarsen. 2008

129 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/d2cd8b56d673fa57864d3389dc4c756a709996be

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Leader emergence: the role of emotional intelligence and motivation to lead (2011, background): “The ability to understand and regulate emotions, although an important precursor to successful intrapersonal and interpersonal development, may bear less of a direct effect on one’s desire to be a leader, instead exerting more of an effect on leader-follower relationships (Glasø and Einarsen, 2008).”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “For example, while emotional regulation and LMX might be negatively related for particular strategies such as surface acting (Glasø & Einarsen, 2008), there is evidence to suggest mixed effects for deep acting (e.g., in the case of deep acting by leaders; Fisk & Friesen, 2012) and largely positive…”
Moving emotional labor beyond surface and deep acting (2012, background): “Although emotional labor is relevant to the experience of work regardless of the occupation (Glasø & Einarsen, 2008), there are some professions in which employees are more prone to engage in emotional labor.”
Perceptions of leader emotion regulation and LMX as predictors of followers' job satisfaction and organizational citizenship behaviors (2012, unknown): “LMX theory describes leaders and followers in high-quality exchange relationships as being psychologically close, suggesting that a leader will be less likely to fake or suppress emotions when interacting with individuals he or she shares a positive connection with (Glasø & Einarsen, 2008).”