The role of leader emotion management in leader–member exchange and follower outcomes

By Laura M. Little, Janaki Gooty, Michele Williams. 2016

186 citations recorded by the source corpus.

Abstract In response to growing calls for such research, we develop and test a model of leader behaviors directed at managing followers' negative emotions. These leader interpersonal emotion management strategies (IEMS) are posited to affect followers' organizational citizenship behaviors performed within interpersonal relationships (OCBIs) and job satisfaction via follower perceptions of the quality of the leader–member exchange relationship (LMX). In addition, we posit that some, but not all, leader IEMS promote and strengthen LMX relationships. Results from multisource data in a sample of 163 leader–follower dyads confirmed the majority of the hypothesized direct effects of the leader IEMS and mediating effects of LMX.

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

View Paper: https://www.semanticscholar.org/paper/ec38fe33b01b92a2921a2016a7972a9f00bafd80

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “Yet, we also located a small group of studies where authors chose to investigate subdimensions of LMX (Newcombe & Ashkanasy, 2002); or EI (Huang et al., 2010); ER (Little et al., 2016); or discrete affect (Tse et al., 2013).”