Searing sentiment or cold calculation? the effects of leader emotional displays on team performance depend on follower epistemic motivation

By G. V. Kleef, Astrid C. Homan, B. Beersma, D. van Knippenberg, Barbara van Knippenberg, F. Damen. 2009

406 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/dd3ca017e21f68da5ed6fcbb51b77d913a4107b2

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Emotion is for influence (2011, background): “…and performance among followers who are high on epistemic motivation and among those who are low on agreeableness, whereas anger undermines motivation and performance of followers low on epistemic motivation and high on agreeableness (Van Kleef et al., 2009; Van Kleef, Homan, et al., 2010).”
Does Anger Expression Help or Harm Leader Effectiveness? The Role of Competence-based versus Integrity-based Violations and Abusive Supervision (2017, result): “In contrast, other research has challenged this position (Lindebaum & Fielden, 2011; Tiedens, 2001; Van Kleef et al., 2009; Van Kleef, Homan, Beersma, & Van Knippenberg, 2010).”
Nonverbal Behavior and Communication in the Workplace (2016, background): “Finally, coordination behaviors, such as immediacy and mimicry, can also help rapport via the creation of affiliation and trust (Tickle-Degnen, 2006) and by promoting prosocial behavior (van Baaren, Holland, Kawakami, & Van Knippenberg, 2004).”
The consequences of faking anger in negotiations (2013, methodology): “Consistent with this interpretation, in prior studies employing more than one round, the effects of displays of emotion on negotiation behavior were not seen on the first round, and the effects became stronger after each round (e.g., Van Kleef & Côté, 2007; Van Kleef, De Dreu, & Manstead, 2004b; Van”
We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance (2020, background): “The emotions as social information (EASI) model (Van Kleef, 2009; Van Kleef et al., 2009) posits that an individual’s emotional expression can influence others’ attitudes and behaviors because it conveys information about this individual’s thoughts, feelings, and intentions (Keltner and Haidt,…”
Why and When Leaders’ Affective States Influence Employee Upward Voice (2017, background): “…much consideration to their own affective states in making evaluations; but in relationships involving complicated, unusual targets that mandate more elaborate processing, actors relymoreupon their affective states tomake judgments (e.g.,Dunn&Schweitzer,2005;Forgas,1995;VanKleef et al., 2009).”
Gender, emotion and power in work relationships (2011, background): “Some research on transformational leadership supports this emotional contagion effect (Bono & Ilies, 2006; Van Kleef et al., 2009), while other researchers have found that people are less likely to concede to demands made by happy partners (Van Kleef et al., 2004), and that happiness is not…”
Can expressions of anger enhance creativity? A test of the emotions as social information (EASI) model (2010, background): “…research indicates that followers with low epistemic motivation respond more negatively to a leader's expressions of anger than followers with high epistemic motivation, and that they are more likely to disengage from their task when confronted with an angry leader (Van Kleef et al., 2009).”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “…the way individuals consciously seek to regulate their emotional states in response to their perceptions of others' emotional states and displays. van Kleef et al. (2009) found further that members' emotional states are determined to a large extent by their perception of their leader's emotions.”
The ability to influence others via emotion displays (2011, background): “For example, past research suggests that subordinates infer from leaders’ expressions of anger that their efforts do not meet expectations, and that they increase their efforts to attain expected standards of performance (Sy et al., 2005; van Kleef et al., 2009).”
The interpersonal effects of emotion intensity in customer service: Perceived appropriateness and authenticity of attendants' emotional displays shape customer trust and satisfaction (2018, positive): “…& Tiedens, 2006; Van Kleef & Côté, 2007; Van Kleef, De Dreu, & Manstead, 2004), leadership (e.g., Lewis, 2000; Sy, Côté, & Saavedra, 2005; Van Kleef et al., 2009), and decision making and team work (e.g., Barsade, 2002; Cheshin, Heerdink, Kossakowski & Van Kleef, 2016; Cheshin, Rafaeli, &…”