Cited by 471Emotional Intelligence and PerformanceJob Satisfaction and Organizational BehaviorLeadership and Management in Organizations

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Leadership, affect and emotions: A state of the science review

Gooty, Janaki, Connelly, Shane, Griffith, Jennifer, Gupta, Alka·2010·The Leadership Quarterly

DOI 10.1016/j.leaqua.2010.10.005

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“In this light, we concur with these and other authors (e.g., De Cremer, 2006; Gooty et al., 2010) who posited that leaders with high other-orientation are sensitive to the needs of followers, emphasize the collective identity of followers, and foster open, cooperative, and respectful relationships, and, therefore, wil…”
BackgroundResult
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“Perspectives of leadership and affect have commonly focused on how leader affect influences follower affect and how this influence, in turn, shapes follower performance (Gooty et al., 2010).”
BackgroundMethod
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BackgroundInfluential
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“…learning opportunities that promote adaptive and effective strategies for managing emotions may make it more likely principals engage in ER strategies associated with positive outcomes and avoid negative consequences, such as burnout or emotional exhaustion (Gooty et al., 2010; Haver et al., 2013).”
BackgroundInfluential
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“The previously dominant idea of organizations as emotionally neutral environments has moved towards an understanding of the pivotal importance of emotions at all levels of organizational behaviour (Ashkanasy, 2015; Gooty et al., 2010; Watzek & Mulder, 2019).”
Background
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Mindfulness and emotion: a five-level analysis
Ashkanasy, N. M., & Kay, A. A. (2023) · Journal of Management & Organization · doi:10.1017/jmo.2023.22 · Cited by 21
“As Gooty, Connelly, Griffith, and Gupta (2010) argue, groups whose leaders foster a positive emotional tone become both more cohesive and more effective (see also Humphrey, 2002).”
Background
More than just an angry face: A critical review and theoretical expansion of research on leader anger expression
Shao, B., & Guo, Y. (2020) · Human Relations · doi:10.1177/0018726720938123 · Cited by 20
“For example, Gooty et al. (2010), Humphrey et al. (2016), and Van Knippenberg and Van Kleef (2016) reviewed multiple themes on leader affect, including moods, discrete emotions, and emotional competencies.”
Background
The Bottom-Up Impact of Proactive Personality on Employee Job Crafting: A Serial Mediation Model
Bajaba, S. M., Alajhar, N. A., & Bajaba, A. M. (2021) · The Journal of Psychology · doi:10.1080/00223980.2021.1921679 · Cited by 22
“For instance, followers can affect the motivation and energy of their leaders (Gooty et al., 2010), how they use their power and influence tactics, and their ability to understand priorities and problems (Yukl & Falbe, 1990), which in turn, affect the well-being and effectiveness of the followers…”
Background
Taking the Pulse: State of the (He)art of Entrepreneurial Emotion Research
Javadian, G., Gupta, A., Foo, M., Batra, S., & Gupta, V. K. (2022) · Group & Organization Management · doi:10.1177/10596011221083433 · Cited by 22
Self-citation
Leaders’ intensified job demands: Their multi-level associations with leader-follower relationships and follower well-being
Herttalampi, M., Wiese, B. S., & Feldt, T. (2022) · Work & Stress · doi:10.1080/02678373.2022.2080776 · Cited by 30
“Unconducive leader behaviours encourage negative affects among followers and negatively impact outcomes, whereas conducive (or “favourable”) behaviour (Gooty et al., 2010) do the opposite.”
Background
Leader Phubbing and Employee Job Performance: The Effect of Need for Social Approval
Xu, T., Wang, T., & Duan, J. (2022) · Psychology Research and Behavior Management · doi:10.2147/prbm.s370409 · Cited by 20
Human capital resource emergence and leadership
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Emotions in leaders’ enactment of professional agency
Hökkä, P. K., Vähäsantanen, K., Paloniemi, S., Herranen, S., & Eteläpelto, A. (2019) · Journal of Workplace Learning · doi:10.1108/jwl-07-2018-0086 · Cited by 33
The Roller Coaster of Leader Affect: An Investigation of Observed Leader Affect Variability and Engagement
Sun, J., Wayne, S. J., & Liu, Y. (2021) · Journal of Management · doi:10.1177/01492063211008974 · Cited by 21
“This stream of research has emphasized the dynamic nature of affect (e.g., Gooty et al., 2010), even though The x axis represents the real range of observed leader affect variability in the data after grand-mean centering (i.e., −1.04 to 1.69).”
BackgroundInfluential
A Multilevel Study of Group Affective Tone and Team Innovation: A Moderated Mediation Model
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Gender and Emotions at Work: Organizational Rank Has Greater Emotional Benefits for Men than Women
Taylor, C. L., Ivčević, Z., Moeller, J., Menges, J. I., Reiter‐Palmon, R., & Brackett, M. A. (2021) · Sex Roles · doi:10.1007/s11199-021-01256-z · Cited by 27
“However, because emotions are important for leadership (Gooty et al., 2010), this puts women at a disadvantage akin to running with leaded shoes.”
Background
The Role of Emotions in Leadership
Yusof, H. M., Kadir, H. A., & Mahfar, M. (2014) · Asian Social Science · doi:10.5539/ass.v10n10p41 · Cited by 21
“A comprehensive review done by Gooty et al. (2010) showed that EI does have an effect on leaders and their employees.”
BackgroundInfluential
Emotions for a Cause: How the Emotion Expression of Nonprofit Leaders Produces Follower Engagement and Loyalty
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Cultural differences in emotional intelligence among top officers on board merchant ships.
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Compassion momentum model in supervisory relationships
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Positively vivid visions: Making followers feel capable and happy
Fiset, J. E., & Boies, K. (2018) · Human Relations · doi:10.1177/0018726718810105 · Cited by 18
“Leaders who reinforce these messages through visionary behaviours are likely to increase the salience of these values and identities when leader expressivity is high (e.g. Gooty et al., 2010).”
Background
Understanding Group and Leader (UGL) trainers' personality characteristics and affective profiles
Ricciardi, M. R., Akerman, J., Eerikäinen, P., AmbjÃ¶rnsson, A., Arntén, A.-C. A., Mihailovic, M., Archer, T., & Garcia, D. (2014) · Frontiers in Psychology · doi:10.3389/fpsyg.2014.01191 · Cited by 19
““Group-infection” may be particularly strong if a high status person, such as the leader, is the one who expresses high levels of PA (George, 1995; Quinn, 2000; Sy et al., 2005; Gooty et al., 2010).”
Background
The Positive Loop at Work: A Longitudinal Long-Term Study of Transformational Leadership, Group Passion, and Employee Results
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Levelling up or down: leader’s strategies to encounter downward envy in family-owned software houses
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Emotional responses of leaders to passive versus active members
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Promoting Service Leadership Qualities and Well-Being among University Students: Evaluation Findings in Hong Kong
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From self‐defeating to other defeating: Examining the effects of leader procrastination on follower work outcomes
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When the victim becomes vicious: Combined effects of pseudo transformational leadership and epistemic motivation on contempt and deviant behaviors
Syed, F., Naseer, S., Nawaz, J., & Shah, S. Z. A. (2020) · European Management Journal · doi:10.1016/j.emj.2020.07.005 · Cited by 20
The leader affect revolution reloaded: Toward an integrative framework and a robust science
Shao, B. (2024) · The Leadership Quarterly · doi:10.1016/j.leaqua.2023.101756 · Cited by 17
The Relevance of Discrete Emotional Experiences for Human Resource Management: Connecting Positive and Negative Emotions to HRM
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Self-citation
When feelings obscure reason: The impact of leaders' explicit and emotional knowledge transfer on shareholder reactions
Nylund, P. A., & Raelin, J. D. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.06.003 · Cited by 19
“Consequently, we argue that current approaches ignore the seminally important emotional aspect of knowledge transfer (Gooty et al., 2010; Hoffman & Lord, 2013).”
Background
Does transformational leadership predict group emotional intelligence in work settings? / ¿Es el liderazgo transformacional un predictor de la inteligencia emocional grupal en los contextos laborales?
Lopez-Zafra, E., Pulido-Martos, M., Berrios-Martos, P., & Augusto-Landa, J. M. (2017) · International Journal of Social Psychology Revista de Psicología Social · doi:10.1080/02134748.2017.1352170 · Cited by 16
“Así, la mayoría de estudios que analizan la relación entre el LTF y la IE se han centrado tanto en el líder como en la IE individual (Gooty et al., 2010).”
Background
Relative leader–member exchange perceptions and employee outcomes in service sector: the role of self-construal in feeling relative deprivation
Karaçay, G., Rofcanın, Y., & Kabasakal, H. (2022) · The International Journal of Human Resource Management · doi:10.1080/09585192.2022.2037097 · Cited by 17
“As intensive social interaction processes, leadership and LMX relationships are expected to trigger strong emotional outcomes when social comparison processes give rise to perceptions of injustice (Cohen-Charash & Mueller, 2007; Gooty et al., 2010; Lazarus, 2000).”
Background
The moderating role of psychological power distance on the relationship between destructive leadership and emotional exhaustion
Korkmazyürek, Y., & Ocak, M. (2024) · Current Psychology · doi:10.1007/s12144-024-06016-2 · Cited by 21
“Besides, there is also an increasing research trend regarding the roles played by leadership in the moods and emotions of subordinates (Bono et al., 2007 ; Gooty et al., 2010 ).”
The service smile chain: linking leader emotions to customer outcomes
Liu, X.-Y., & Liu, Y. (2018) · Service Industries Journal · doi:10.1080/02642069.2018.1509958 · Cited by 16
Residents' behaviour as a function of cognitive appraisals and affective responses toward a petrochemical industrial complex
Navarro, M. Á. L., Monzonís, J. L., & Tortosa-Edo, V. (2015) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2015.03.071 · Cited by 16
“Affect refers to the negative or positive subjective emotional experience associated with external events and objects or internal representations (Finucane et al., 2003; Gooty et al., 2010).”
Background
Using experience sampling methodology to understand how educational leadership students solve problems on the fly
Katz-Buonincontro, J. L., & Hektner, J. M. (2014) · Journal of Educational Administration · doi:10.1108/jea-12-2012-0135 · Cited by 16

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
ORCID: Gooty, Janaki
Connelly, Shane
Griffith, Jennifer
Gupta, Alka
Venue: The Leadership Quarterly
Publisher: Elsevier BV
Published: 2010-12
Volume: 21
Issue: 6
Pages: 979-1004
ISSN: 1048-9843 (ISSN-L)
DOI: 10.1016/j.leaqua.2010.10.005
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
Licence: www.elsevier.com/tdm/userlicense/1.0/ (tdm)
www.elsevier.com/legal/tdmrep-license (tdm)
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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