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Leadership, affect and emotions: A state of the science review
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“As specified by García-García et al. the sample size recommended for pilot studies is between 20 and 50 participants, which must have the attributes desired to measure in the target population [35].”
From Pilot study of an online brief mindfulness-based intervention to improve the well-being of managers and reduce their stress at work. (2024) · cites this paper as [35]
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Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.007 · Cited by 1,213
Leadership behavior and employee well-being: An integrated review and a future research agenda
Inceoglu, I., Thomas, G., Chu, C., Plans, D., & Gerbasi, A. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.12.006 · Cited by 670
“…affective and identification mediational pathways were surprising, given that the leadership process has a strong affective component (e.g., Gooty et al., 2010) and that the identification with the leader is an important aspect in the leadership process (e.g., DeRue et al., 2011; van…”
BackgroundPersuasion in crowdfunding: An elaboration likelihood model of crowdfunding performance
Allison, T. H., Davis, B. C., Webb, J. W., & Short, J. C. (2017) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2017.09.002 · Cited by 464
“In addition to increasing funder confidence, positive tone may also lead funders to experience positive affect (Bono and Ilies, 2006) or to become ingratiated and, in turn, become more likely to support the entrepreneur’s funding efforts (cf. Gooty et al., 2010).”
BackgroundA meta‐analysis of emotional intelligence and work attitudes
Miao, C., Humphrey, R. H., & Qian, S. (2016) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12167 · Cited by 606
Yoshida, D. T., Sendjaya, S., Hirst, G., & Cooper, B. (2014) · Journal of Business Research · doi:10.1016/j.jbusres.2013.08.013 · Cited by 442
Diener, E., Thapa, S., & Tay, L. (2020) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-012119-044908 · Cited by 373
Affective Events and the Development of Leader-Member Exchange
Cropanzano, R., Dasborough, M. T., & Weiss, H. M. (2016) · Academy of Management Review · doi:10.5465/amr.2014.0384 · Cited by 388
Cavazotte, F., Moreno, V. D. A., Jr., & Hickmann, M. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.10.003 · Cited by 376
The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory
Hernandez, M., Eberly, M. B., Avolio, B. J., & Johnson, M. D. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.09.009 · Cited by 358
Moving emotional labor beyond surface and deep acting
Mesmer‐Magnus, J., DeChurch, L. A., & Wax, A. (2011) · Organizational Psychology Review · doi:10.1177/2041386611417746 · Cited by 287
Responsible Management: Engaging Moral Reflexive Practice Through Threshold Concepts
Hibbert, P., & Cunliffe, A. L. (2013) · Journal of Business Ethics · doi:10.1007/s10551-013-1993-7 · Cited by 289
“For this student, the threshold concept was one of intolerance: as she says, “I was further struck by the intolerance I showed for the peers and team members who were not like me” – a troublesome feeling that can potentiate ethical behaviour (Gooty et al, 2010).”
BackgroundShared Authentic Leadership and New Venture Performance
Hmieleski, K. M., Cole, M. S., & Baron, R. A. (2011) · Journal of Management · doi:10.1177/0149206311415419 · Cited by 283
“Researchers have long recognized that leaders are able to arouse strong positive feelings in their followers (Dasborough & Ashkanasy, 2002; J. M. George, 2000), which—in turn— favorably influence their work attitudes and behaviors (Gooty et al., 2010; McColl-Kennedy & Anderson, 2002).”
BackgroundWhy and When Leaders’ Affective States Influence Employee Upward Voice
Liu, W., Song, Z., Li, X., & Liao, Z. (2017) · Academy of Management Journal · doi:10.5465/amj.2013.1082 · Cited by 241
“In interactions between a leader and an employee, the employeemay assess the leader’s affect by vocal tone, facial expressions, or gestures (Ambady & Rosenthal, 1992; Gooty et al., 2010).”
BackgroundResultInfluentialWhy Are Abusive Supervisors Abusive? A Dual-system Self-control Model
Liang, L. H., Lian, H., Brown, D. J., Ferris, D. L., Hanig, S., & Keeping, L. M. (2015) · Academy of Management Journal · doi:10.5465/amj.2014.0651 · Cited by 255
Tepper, B. J., Dimotakis, N. E., Lambert, L. S., Koopman, J., Matta, F. K., Park, H. M., & Goo, W. (2017) · Academy of Management Journal · doi:10.5465/amj.2014.0163 · Cited by 257
“In a review of the literature pertaining to leadership and affect, Gooty, Connelly, Griffith, and Gupta (2010: 979) capture this perspective: “ transformational leaders ignite followers ’ aspirations, instilling pride, eliciting enthusiasm, and conveying optimism about a desirable future.”
Demirtaş, Ö., Hannah, S. T., Gok, K., Arslan, A., & Çapar, N. (2015) · Journal of Business Ethics · doi:10.1007/s10551-015-2907-7 · Cited by 256
Vogel, B., Reichard, R. J., Batistič, S., & Černe, M. (2020) · The Leadership Quarterly · doi:10.1016/j.leaqua.2020.101381 · Cited by 279
Dubey, R., Bryde, D., Foropon, C. R. H., Tiwari, M., Dwivedi, Y. K., & Schiffling, S. (2020) · International Journal of Production Research · doi:10.1080/00207543.2020.1865583 · Cited by 248
Educational Leaders and Emotions
Berkovich, I., & Eyal, O. (2014) · Review of Educational Research · doi:10.3102/0034654314550046 · Cited by 248
“The organizational literature has typically shown that favorable leader behaviors involving supportive, just, and cooperative elements correlate with followers’ positive emotions; by contrast, unfavorable leader behaviors involving mistreatment, injustice, and uncooperative elements correlate with followers’ negative…”
BackgroundInfluentialEmotionality and leadership: Taking stock of the past decade of research
Rajah, R., Song, Z., & Arvey, R. D. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.09.006 · Cited by 225
Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders
Rothman, N. B., & Melwani, S. (2016) · Academy of Management Review · doi:10.5465/amr.2014.0355 · Cited by 204
The role of leader emotion management in leader–member exchange and follower outcomes
Little, L. M., Gooty, J., & Williams, M. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.08.007 · Cited by 224
“Yet, rather surprisingly, the literature is fairly scant in this domain with very few studies focusing on specific behaviors leaders enact in response to follower emotion (e.g., Gooty et al., 2010).”
BackgroundSelf-citationErrazquin, L. A., Aramburu, N., & Lines, R. (2015) · The Journal of Applied Behavioral Science · doi:10.1177/0021886315617531 · Cited by 192
“In addition, as suggested by Gooty et al. (2010), besides cognitive influences, emotions could also influence the level of trust.”
BackgroundEmotional demands, emotional labour and occupational outcomes in school principals
Maxwell, A., & Riley, P. (2016) · Educational Management Administration & Leadership · doi:10.1177/1741143215607878 · Cited by 225
“Little research into EL in leaders has been performed (Gooty et al., 2010; Haver et al., 2013; Humphrey, 2012).”
MethodGutermann, D., Lehmann‐Willenbrock, N., Boer, D., Born, M. P., & Voelpel, S. C. (2017) · British Journal of Management · doi:10.1111/1467-8551.12214 · Cited by 215
Emotional Responses to Bureaucratic Red Tape
Hattke, F., Hensel, D., & Kalucza, J. (2020) · Public Administration Review · doi:10.1111/puar.13116 · Cited by 179
Guo, L., Decoster, S., Babalola, M. T., Schutter, L. D., Garba, O. A., & Riisla, K. (2018) · Journal of Business Research · doi:10.1016/j.jbusres.2018.07.034 · Cited by 192
“Indeed, leadership literature is heavily skewed towards the beneficial effects of positive emotions, leaving negative emotions vastly understudied (Gooty et al., 2010).”
BackgroundYu, L., Duffy, M. K., & Tepper, B. J. (2017) · Academy of Management Journal · doi:10.5465/amj.2015.0183 · Cited by 179
Yang, J., Liu, H., & Gu, J. (2017) · Leadership & Organization Development Journal · doi:10.1108/lodj-10-2015-0229 · Cited by 169
The leadership trilogy: A review of the third decade of The Leadership Quarterly
Gardner, W. L., Lowe, K. B., Meuser, J. D., Noghani, F., Gullifor, D. P., & Cogliser, C. C. (2020) · The Leadership Quarterly · doi:10.1016/j.leaqua.2019.101379 · Cited by 189
The role of organizational leaders in employee emotion management: A theoretical model
Kaplan, S. A., Cortina, J. M., Ruark, G. A., LaPort, K., & Nicolaides, V. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.015 · Cited by 147
Hao, P., He, W., & Long, L. (2017) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051817707517 · Cited by 170
Is “feeling good” good enough? Differentiating discrete positive emotions at work
Hu, X., & Kaplan, S. A. (2014) · Journal of Organizational Behavior · doi:10.1002/job.1941 · Cited by 156
A 25-year perspective on levels of analysis in leadership research
Dionne, S. D., Gupta, A., Sotak, K. L., Shirreffs, K. A., Serban, A., Hao, C., Kim, D. H., & Yammarino, F. J. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.002 · Cited by 141
Self-citationMatta, F. K., & Dyne, L. V. (2018) · Academy of Management Review · doi:10.5465/amr.2016.0264 · Cited by 138
Arendt, J. F. W., Verdorfer, A. P., & Kugler, K. G. (2019) · Frontiers in Psychology · doi:10.3389/fpsyg.2019.00667 · Cited by 159
How leaders' emotional displays shape followers' organizational citizenship behavior
Koning, L. F., & Van Kleef, G. A. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.03.001 · Cited by 127
“More recently, scholars have begun to unravel the interpersonal effects of emotions in organizations (for overviews, see e.g., Elfenbein, 2007; Gooty et al., 2010; Van Kleef et al., 2012).”
BackgroundWalter, F. H., & Scheibe, S. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.10.003 · Cited by 122
“These abilities, in turn, facilitate leaders' task-, relational-, and change-oriented behaviors (and prevent passive, ineffective leadership), and they can promote task, affective/relational, and overall leadership effectiveness (Gooty et al., 2010;Walter et al., 2011).”
BackgroundSy, T., & Choi, J. N. (2013) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2013.06.003 · Cited by 125
Leading across language barriers: Managing language-induced emotions in multinational teams
Tenzer, H., & Pudelko, M. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.05.006 · Cited by 123
“According to Gooty et al. (2010), critical incident techniques are well suited to capture the dynamic nature of individual emotions.”
BackgroundInfluentialTo, M. L., Tse, H. H. M., & Ashkanasy, N. M. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.05.005 · Cited by 123
“In particular we seek to show how individual- and group-focused TFL behaviors align with specific levels of affect and creativity, including relationships at different levels of conceptualization (Gooty, Gavin, & Ashkanasy, 2009; Gooty et al., 2010).”
BackgroundInfluentialWang, L., Restubog, S., Shao, B., Lu, V., & Van Kleef, G. A. (2018) · Academy of Management Journal · doi:10.5465/amj.2015.0460 · Cited by 110
Eberly, M. B., & Fong, C. T. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.05.003 · Cited by 109
Is a happy leader a good leader? A meta-analytic investigation of leader trait affect and leadership
Joseph, D. L., Dhanani, L. Y., Shen, W., McHugh, B. C., & McCord, M. A. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.04.001 · Cited by 122
Tee, E. Y. J. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.05.009 · Cited by 120
Leadership and affect: moving the hearts and minds of followers
van Knippenberg, D., & van Kleef, G. A. (2016) · Academy of Management Annals · doi:10.5465/19416520.2016.1160515 · Cited by 136
“…primarily restricted to work covering main effects—an approach that has produced inconsistent results and an incomplete picture of the role of affect in leadership (cf. Gooty, Connelly, Griffith, & Gupta, 2010; van Knippen-berg, van Knippenberg, van Kleef, & Damen, 2008; Rajah, Song, & Arvey, 2011).”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework
Tse, H. H. M., Troth, A. C., Ashkanasy, N. M., & Collins, A. L. (2017) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.10.002 · Cited by 127
“As such, our review examines multiple mediating and moderating factors (e.g., Gooty et al., 2010, 2012), including the notion that such effects might evolve over different time intervals (Fisher & To, 2012).”
BackgroundResultInfluentialVenus, M., Stam, D. A., & van Knippenberg, D. (2013) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2013.03.009 · Cited by 101
Reid, S. W., Anglin, A. H., Baur, J. E., Short, J. C., & Buckley, M. R. (2017) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.11.005 · Cited by 109
Tee, E. Y. J., Paulsen, N., & Ashkanasy, N. M. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.10.002 · Cited by 95
Dubey, R., Bryde, D., Foropon, C. R. H., Tiwari, M., & Gunasekaran, A. (2021) · Supply Chain Management An International Journal · doi:10.1108/scm-02-2021-0071 · Cited by 96
Gkorezis, P., Πετρίδου, Ε., & Krouklidou, T. (2015) · Europe’s Journal of Psychology · doi:10.5964/ejop.v11i4.988 · Cited by 90
Give them what they want or give them what they need? Ideology in the study of leadership
Mumford, M. D., & Fried, Y. (2014) · Journal of Organizational Behavior · doi:10.1002/job.1921 · Cited by 99
A Neurological and Ideological Perspective of Ethical Leadership
Waldman, D. A., Wang, D., Hannah, S. T., & Balthazard, P. A. (2016) · Academy of Management Journal · doi:10.5465/amj.2014.0644 · Cited by 89
Exploring the Emotional Nexus in Cogent Family Business Archetypes
Labaki, R., Michael‐Tsabari, N., & Zachary, R. K. (2013) · Entrepreneurship Research Journal · doi:10.1515/erj-2013-0034 · Cited by 87
The role of affect in management decisions: A systematic review
Cristofaro, M. (2018) · European Management Journal · doi:10.1016/j.emj.2018.12.002 · Cited by 88
Reyes, D. L., Dinh, J., Lacerenza, C. N., Marlow, S. L., Joseph, D. L., & Salas, E. (2019) · The Leadership Quarterly · doi:10.1016/j.leaqua.2019.101311 · Cited by 102
Engaging Leaders in the Eyes of the Beholder
Kopperud, K. H., Martinsen, Ø. L., & Humborstad, S. I. W. (2013) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051813475666 · Cited by 86
Ethical leadership, emotional leadership, and quitting intentions in public organizations
Ouakouak, M. L., Zaitouni, M., & Arya, B. (2020) · Leadership & Organization Development Journal · doi:10.1108/lodj-05-2019-0206 · Cited by 123
Zheng, X., Shi, X., & Liu, Y. (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.00519 · Cited by 78
“Thus, principals’ benevolent behaviors may help teachers to better cope with their emotions in work (Gooty et al., 2010), to increase their passion for their job and reduce their fear (Berkovich and Eyal, 2015; Zheng et al.”
BackgroundEmotion recognition and emergent leadership: Unraveling mediating mechanisms and boundary conditions
Walter, F. H., Cole, M. S., van der Vegt, G. S., Rubin, R. S., & Bommer, W. H. (2012) · The Leadership Quarterly · doi:10.1016/j.leaqua.2012.06.007 · Cited by 79
“Following recent recommendations (e.g., Antonakis, Ashkanasy, and Dasborough, 2009; Gooty et al., 2010), both studies draw on a performance-based instrument to capture emotion recognition and incorporate a battery of known covariates to rule out third variable confounds.”
BackgroundMethodInfluentialEmotions in Learning at Work: a Literature Review
Hökkä, P. K., Vähäsantanen, K., & Paloniemi, S. (2019) · Vocations and Learning · doi:10.1007/s12186-019-09226-z · Cited by 104
“Recent research has convincingly shown that emotions play a significant role in workplaces, organisational behaviour, and leadership (e.g. Gooty et al. 2010; Riforgiate and Komarova 2017).”
BackgroundKafetsios, K. G., Athanasiadou, M., & Dimou, N. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.010 · Cited by 75
Uneasy lies the head that wears the crown: The link between guilt proneness and leadership.
Schaumberg, R. L., & Flynn, F. J. (2012) · Journal of Personality and Social Psychology · doi:10.1037/a0028127 · Cited by 75
The Benefits of Merging Leadership Research and Emotions Research
Humphrey, R. H., Burch, G. F., & Adams, L. L. (2016) · Frontiers in Psychology · doi:10.3389/fpsyg.2016.01022 · Cited by 82
“Gooty et al. (2010) stated that the dominant emotions framework is built around Affective Events Theory (AET) where employees respond to discrete affective events in the workplace, which in turn lead to attitudinal or behavioral outcomes (Weiss and Cropanzano, 1996).”
BackgroundMechanisms Linking Transformational Leadership and Team Performance
Chi, N., & Huang, J. (2014) · Group & Organization Management · doi:10.1177/1059601114522321 · Cited by 80
“Although scholars have explored the shared goals and shared affect processes within the TFL-team performance link, they tested each process separately (Colbert et al., 2008; Gooty et al., 2010; Menges et al., 2011; X. H. Wang & Howell, 2010).”
BackgroundSirén, C. A., Patel, P. C., & Wincent, J. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.03.002 · Cited by 77
Berkovich, I., & Eyal, O. (2016) · Educational Management Administration & Leadership · doi:10.1177/1741143215617947 · Cited by 97
“It has been suggested repeatedly that leaders’ emotional abilities and interpersonal effect can help them promote organizational change and effectiveness (Gooty et al., 2010).”
BackgroundInfluentialLeader interpersonal emotion regulation and innovation in teams
Madrid, H. P., Niven, K. R., & Vasquez, C. (2019) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12292 · Cited by 78
Abelha, D. M., Carneiro, P. C. D. C., & Cavazotte, F. (2018) · Review of Business Management · doi:10.7819/rbgn.v0i0.3949 · Cited by 82
“This behavior differs from that of an individual in a state of negative affectivity, which is pervaded by discouragement and is frequently associated with dissatisfaction (Gooty et al., 2010; Tee, 2015).”
BackgroundTraining Leader Emotion Regulation and Leadership Effectiveness
Edelman, P., & van Knippenberg, D. (2016) · Journal of Business and Psychology · doi:10.1007/s10869-016-9471-8 · Cited by 69
A Primer on Electroencephalography and Event-Related Potentials for Organizational Neuroscience
Tivadar, R. I., & Murray, M. M. (2018) · Organizational Research Methods · doi:10.1177/1094428118804657 · Cited by 69
Coaching-Based Leadership Intervention Program: A Controlled Trial Study
Zuberbühler, J. P., Salanova, M., & Martínez, I. M. (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2019.03066 · Cited by 78
How do you really feel? Effect of leaders' perceived emotional sincerity on followers' trust
Caza, A., Zhang, G., Wang, L., & Bai, Y. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.05.008 · Cited by 78
“Therefore, we suggest that future studies need to take account of sincerity, whether of the leader's emotions in general, as we did here, or of the discrete emotion display being studied (Gooty et al., 2010).”
BackgroundInfluentialLebrón, M. J., Tabak, F., Shkoler, O., & Rabenu, E. (2018) · Organization Management Journal · doi:10.1080/15416518.2018.1528857 · Cited by 77
Nostalgia promotes intrinsic motivation and effort in the presence of low interactional justice
van Dijke, M., Leunissen, J. M., Wildschut, T., & Sedikides, C. (2019) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2018.12.003 · Cited by 73
Kafetsios, K. G., Nezlek, J. B., & Vassilakou, T. (2012) · The Journal of Social Psychology · doi:10.1080/00224545.2011.632788 · Cited by 66
“by leaders’ attempts to regulate their emotions in controlled ways (Gooty et al., 2010; Michie & Gooty, 2005).”
BackgroundMethodLeadership and Gender Stereotyping of Emotions
Fischbach, A., Lichtenthaler, P. W., & Horstmann, N. D. (2015) · Journal of Personnel Psychology · doi:10.1027/1866-5888/a000136 · Cited by 78
“Because managers express emotions in interactions with their followers to establish trustful relationships and influence attitudes, motivation, and work behavior (Gooty et al., 2010), employees’ perceptions of emotion expression in women, men, and managers have important implications.”
BackgroundInfluentialWang, G., & Seibert, S. E. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.05.007 · Cited by 70
Reactions to abusive supervision: examining the roles of emotions and gender in the USA
ATWATER, L. E., Kim, K. Y., Witt, A., Latheef, Z., Callison, K., Elkins, T. J., & Zheng, D. (2015) · The International Journal of Human Resource Management · doi:10.1080/09585192.2015.1088887 · Cited by 63
Tee, E. (. J., Ashkanasy, N. M., & Paulsen, N. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.03.005 · Cited by 59
“…is a cognitively-demanding responsibility that involves decision-making under complex social contexts (Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000) and can be influenced by affective processes (Gooty et al., 2010), we propose that positive mood should facilitate leader task effectiveness.”
BackgroundThe role of employees' OCB and leaders' hindrance stress in the emergence of self-serving leadership
Decoster, S., Stouten, J., Camps, J., & Tripp, T. M. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2014.02.005 · Cited by 63
Emotions in leader’s crisis communication: Twitter sentiment analysis during COVID-19 outbreak
Kaur, M., Verma, R., & Otoo, F. N. K. (2021) · Journal of Human Behavior in the Social Environment · doi:10.1080/10911359.2020.1829239 · Cited by 62
“Gooty et al. (2010) reported how sad, neutral, angry, positive emotions affected its followers using videotape recording.”
BackgroundGriffith, J. A., Connelly, S., Thiel, C. E., & Johnson, G. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.03.004 · Cited by 68
Self-citationBerkovich, I., & Eyal, O. (2017) · Journal of Educational Administration · doi:10.1108/jea-07-2016-0072 · Cited by 71
“Despite prior research focusing on these topics, however, little is empirically known about the core emotional mechanisms by which transformational leadership behaviors exercise their influence on followers' subjective work-related attitudes (Gooty et al., 2010).”
BackgroundPentecostal pastorpreneurs and the global circulation of authoritative aesthetic styles
Klaver, M. (2015) · Culture and Religion · doi:10.1080/14755610.2015.1058527 · Cited by 55
“A focus on authentic leadership draws the attention to the body and affirms that affect and emotions are deeply intertwined with the process of leading (Gooty et al. 2010, 979).”
BackgroundQian, H., & Walker, A. D. (2021) · The Asia-Pacific Education Researcher · doi:10.1007/s40299-021-00563-z · Cited by 54
Yeung, E. S., & Shen, W. (2019) · Journal of Organizational Behavior · doi:10.1002/job.2352 · Cited by 59
Pan, S.-Y., & Lin, K. J. (2016) · Journal of Business Ethics · doi:10.1007/s10551-016-3247-y · Cited by 54
A relational perspective to knowledge creation: Role of servant leadership
Rai, R., & Prakash, A. (2012) · Journal of Leadership Studies · doi:10.1002/jls.21238 · Cited by 52
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Chen, C., Qin, X., Yam, K. C., & Wang, H. (2020) · Journal of Business and Psychology · doi:10.1007/s10869-020-09721-4 · Cited by 52
Leading with emotion: An overview of the special issue on leadership and emotions
Connelly, S., & Gooty, J. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.07.002 · Cited by 52
Self-citationTeam Emotional Intelligence: Emotional Processes as a Link Between Managers and Workers
Mindeguia, R., Aritzeta, A., Garmendia, A., Martínez‐Moreno, E., Elorza, U., & Soroa, G. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.619999 · Cited by 59
“In this context the affective events theory (AET; Weiss and Cropanzano, 1996) is a well-known framework used for understanding the emotional relationships between leadership behaviors and team results (Gooty et al., 2010).”
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“…outlined the different definitions scholars have used in the past, including: “A self-feeling process” (Denzin, 2009), “an experience” (Berkovich & Eyal, 2015), “a type of phenomenon” (Gooty et al., 2010; Ryan & Tuters, 2015), and “an influential way of knowing (Beatty, 2007, p. 334)” (pp. 1–2).”
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“Affect refers to lasting positive or negative emotional experiences (Gooty et al. 2010) and is linked to the affective domain, which represents a wide range of phenomena, including ‘feelings, emotions, moods, motivation, and certain drives and instincts’ (Corsini and Ozaki 1994, 36).”
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Leadership and the contagion of affective phenomena: A systematic review and mini meta‐analysis
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Sy, T., Choi, J. N., & Johnson, S. K. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.02.002 · Cited by 47
Metadata
- Authors
- Gooty, J., Connelly, S., Griffith, J., & Gupta, A.
- Affiliations
- University of North Carolina at Charlotte (US)
- University of Oklahoma (US)
- Binghamton University (US)
- Corresponding author
- Gooty, Janaki
- Venue
- The Leadership Quarterly
- Publisher
- Elsevier BV
- Published
- 2010-12
- Volume
- 21
- Issue
- 6
- Pages
- 979-1004
- ISSN
- 1048-9843 (ISSN-L)
- OpenAlex
- W2055096387
- Cited by
- 471
- References
- 181
- Citations by year
- 2026: 25 · 2025: 24 · 2024: 30 · 2023: 30 · 2022: 45 · 2021: 41 · 2020: 37 · 2019: 29 · 2018: 34 · 2017: 42 · 2016: 28 · 2015: 44 · 2014: 15 · 2013: 25 · 2012: 13
- FWCI
- 20.55
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- The Leadership Quarterly (publishedVersion)
- Topics
- Social Sciences › Psychology › Social Psychology › Emotional Intelligence and Performance
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Keywords
- affect, emotions, leadership, emotional competence, discrete emotions, levels of analysis, construct definition, emotion measurement, leadership outcomes
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