Perceptions of leader emotion regulation and LMX as predictors of followers' job satisfaction and organizational citizenship behaviors

By Glenda M. Fisk, Jared Friesen. 2012

180 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/d501681b6644708adbaaca6cb14f1be9fa7b1bca

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Linking Managerial Coaching and Leader–Member Exchange on Work Engagement and Performance (2018, background): “Additionally, high-quality LMX relationships have been found to be positively related to employees’ organizational citizenship behaviour (H. Wang et al. 2005) and job satisfaction (Fisk and Friesen 2012).”
I can do it, so can you: The role of leader creative self-efficacy in facilitating follower creativity (2016, background): “Also, Fisk and Friesen (2012) showed that as a critical contextual factor, LMX quality affects follower interpretations of leader actions and changes the nature of the relationship between leaders’ use of emotion regulation strategies and followers’ job satisfaction and citizenship behaviors.”
Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders (2017, background): “…that the leader matters, highlighting that greater follower proactivity is associated with leader-member exchange (Lam, Huang, & Snape, 2007), fit between the leader’s and follower’s personalities (Grant, Gino, & Hofmann, 2011), and leader emotional regulation strategies (Fisk & Friesen, 2012).”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “…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 LMX outcome effects for natural and genuine forms of emotional labor (Humphrey, Ashforth, & Diefendorff,…”
Integrating emotions and affect in theories of management (2017, methodology): “Researchers have been applying emotional labor concepts to leadership and to interactions among co-workers (Ashkanasy & Humphrey, 2011b; Fisk & Friesen, 2012; Gardner, Fischer, & Hunt, 2009; Humphrey et al. 2008; Iszatt-White, 2009; 2013).”