The many faces of emotional leadership

By R. Humphrey. 2002

514 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e213425b15b26ba69f4606173c7b916378492f1e

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Emotion as mediators of the relations between perceived supervisor support and psychological hardiness on employee cynicism (2006, background): “In this regard, past research has found that supervisors who are empathetic and responsive to employees’ needs are particularly successful at managing employees’ emotional reactions (e.g., Humphrey, 2002; Pescosolido, 2002).”
How leader displays of happiness and sadness influence follower performance: Emotional contagion and creative versus analytical performance (2013, background): “In interactions with their followers, leaders may express their affective states, either consciously or unconsciously, verbally or nonverbally (George, 1995; Humphrey, 2002; Sy et al., 2005; van Knippenberg, van Knippenberg, Van Kleef, & Damen, 2008).”
Current Emotion Research in Organizational Behavior (2011, background): “, Humphrey, R. H., & Sleeth, R. G. (2002). Empathy and”
A meta‐analysis of emotional intelligence and work attitudes (2017, unknown): “…stress, trust, team process effectiveness, and work–family conflict (Ashkanasy & Daus, 2002; Bar-On, 2000; Gooty, Connelly, Griffith, & Gupta, 2010; Humphrey, 2002, 2013; Jordan, Ashkanasy, Hartel, & Hooper, 2002; Kellett, Humphrey, & Sleeth, 2006; Kluemper, DeGroot, & Choi, 2013; O’Boyle,…”
Strategic Use of Emotional Intelligence in Organizational Settings: Exploring the Dark Side (2010, background): “Conversely, managers who are high in EI are likely to be aware of how emotion management can further their goals, given that emotional displays can have a larger impact on perceptions of leadership than the content of leaders’ messages (Humphrey, 2002).”
The mediation role of leadership styles in integrated project collaboration: An emotional intelligence perspective (2018, background): “Thirdly, leaders with high empathy may comprehend subordinates' expectations and achieve them accordingly (Humphrey, 2002).”
Is passion contagious? The transference of entrepreneurial passion to employees (2008, background): “The ability of leaders to influence the emotional climate of the organization can strongly influence performance (Humphrey, 2002) as well as workplace attitudes.”
The effects of leader negative emotions on evaluations of leadership in a crisis situation: The role of anger and sadness. (2009, background): “Given the dearth of literature in this area, the current research focuses on the impact of two negative emotions commonly linked to crises – anger and sadness (Humphrey, 2002; Lewis, 2000; Tiedens, 2001) – on the evaluation of a leader.”
Transformational leadership as a mediator between emotional intelligence and team outcomes (2011, background): “…leadership can be interpreted as a process in which leaders use emotions to: communicate a vision to, as well as elicit responses from, followers; and to ensure that followers are emotionally motivated to perform their tasks beyond their own expectations (Brown & Moshavi, 2005; Humphrey, 2002).”
The positive group affect spiral: a dynamic model of the emergence of positive affective similarity in work groups (2008, background): “Managing subordinates' affect is often considered a crucial leadership task (Humphrey, 2002), particularly in the context of charismatic leadership (e.”
The Fakability of Bar-On's Emotional Quotient Inventory Short Form: Catch Me if You Can (2007, methodology): “…intelligence tests have been used to predict leadership style, emergent leadership, and leadership perceptions (Barling, Slater, & Kelloway, 2002; Humphrey, 2002; Kellett, Humphrey, & Sleeth, 2002; Wolf, Pescosolido, & Druskat, 2002) and have HUMAN PERFORMANCE, 20(1), 43–59 Copyright © 2007,…”
Emotional intelligence and leadership effectiveness (2006, background): “Leadership is intrinsically an emotional process, whereby leaders recognise followers’ emotional states, attempt to evoke emotions in followers, and then seek to manage followers’ emotional states accordingly (Humphrey, 2002).”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, methodology): “Humphrey (ed.), Affect and emotion: new directions in management theory and research. Charlotte, NC: Information Age Publishing, pp. 66–96. Watson, D. & Tellegen, A. (1985). Towards a consensual structure of mood. Psychological Bulletin, 98, 219–235. Weiss, H. M. & Brief, A. (2001). Affect at work: ”