Book contents
- The Cambridge Handbook of Workplace Affect
- The Cambridge Handbook of Workplace Affect
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Part I Theoretical and Methodological Foundations
- Part II Workplace Affect and Individual Worker Outcomes
- Part III Workplace Affect and Interpersonal and Team-Level Processes
- 17 Leadership, Affect, and Emotion in Work Organizations
- 18 Affective Climate in Teams
- 19 Workplace Affect, Conflict, and Negotiation
- 20 Understanding the Role of Affect in Workplace Aggression
- 21 The Service Encounter
- 22 Emotion Work and Emotion Management
- 23 Dynamic Emotional Labor
- Part IV Workplace Affect and Organizational, Social, and Cultural Processes
- Part V Discrete Emotions at Work
- Part VI New Perspectives on Workplace Affect
- Index
- References
17 - Leadership, Affect, and Emotion in Work Organizations
from Part III - Workplace Affect and Interpersonal and Team-Level Processes
Published online by Cambridge University Press: 25 June 2020
- The Cambridge Handbook of Workplace Affect
- The Cambridge Handbook of Workplace Affect
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Part I Theoretical and Methodological Foundations
- Part II Workplace Affect and Individual Worker Outcomes
- Part III Workplace Affect and Interpersonal and Team-Level Processes
- 17 Leadership, Affect, and Emotion in Work Organizations
- 18 Affective Climate in Teams
- 19 Workplace Affect, Conflict, and Negotiation
- 20 Understanding the Role of Affect in Workplace Aggression
- 21 The Service Encounter
- 22 Emotion Work and Emotion Management
- 23 Dynamic Emotional Labor
- Part IV Workplace Affect and Organizational, Social, and Cultural Processes
- Part V Discrete Emotions at Work
- Part VI New Perspectives on Workplace Affect
- Index
- References
Summary
In this chapter, we review the literature on leadership and emotion. Progress in understanding the junction of these two ideas has been steady but slow. To address this concern, at the conclusion of this chapter, we briefly discuss two theoretical obstacles that, in our view, have slowed progress. However, we begin with the larger substance of our chapter, which focuses on leaders’ affect at three levels of analysis – the overall climate, the work team, and, finally, the leader himself or herself. We show that leader emotion can be important at all three levels of analysis. At the highest level of analysis, leaders create emotional climate through personnel practices, by rewarding (or punishing) culturally appropriate emotion displays, and by their treatment of individual employees. Moving to teams and dyads, we will see that emotions can influence followers through contagion or emotional correspondence. Finally, looking within the leader, our review underscores how emotional intelligence is crucial for effective leadership.
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- Information
- The Cambridge Handbook of Workplace Affect , pp. 229 - 243Publisher: Cambridge University PressPrint publication year: 2020