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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Berkovich, I., & Eyal, O. (2017) · Journal of Educational Administration · doi:10.1108/jea-07-2016-0078 · Cited by 20
“For example, Gooty et al. (2010), who reviewed 46 empirical studies on leadership and emotions between 1990 and 2010 in OB, found only two qualitative papers (4.3%), but found that 47.8% of studies on leadership and emotions were based on experimental designs, and 6.5% were based on longitudinal or…”
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“…to change, more reluctant to accept relevant changes, more skeptical, less motivated, less trusting, and generally less willing to participate in training and career development (e.g., Ng & Feldman, 2012; Park, 1996), which may also influence relationships with others (e.g., Gooty et al., 2010).”
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“Emotional competence (EC) is defined as the "(...) ability to perceive emotions in oneself and others, use emotions to facilitate thinking, understand emotions and emotional processes, and regulate the experience and expression of emotions in oneself and others" (p.3) [15, 32].”
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The Effect of Positive Management Practices on Firm Profitability – Evidence from Text Mining
Becker, M. (2022) · The Journal of Applied Behavioral Science · doi:10.1177/00218863221120827 · Cited by 15
“…study establishes the link between PMP and ﬁ rm pro ﬁ tability through managers ’ impact on employees ’ positive emotions, acknowledging that frequent exposure to super-visors ’ practices is a major determinant that affects employees ’ mental well-being (Gooty et al., 2010; Kelloway et al., 2013).”
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Positive affective tone as an underlying mechanism between leader's motivating language and career outcomes
Syed, F., Naseer, S., Bashir, F., & Fatima, T. (2022) · Management Decision · doi:10.1108/md-07-2020-0904 · Cited by 12
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Michel, A. (2022) · Administrative Science Quarterly · doi:10.1177/00018392221135606 · Cited by 11
“While traditionally, managers influenced workers’ motivation (March and Simon, 1958) and emotions, for example through leadership (Gooty et al., 2010), the banks held bankers responsible for managing their own emotions and motivation.”
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Amari, P. M., Banks, G. C., Bourque, L., Holladay-Sandidge, H. D., & O’Boyle, E. H. (2024) · The Leadership Quarterly · doi:10.1016/j.leaqua.2024.101855 · Cited by 13
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“…experiences that are reactions to a stimulus and lead to a range of possible consequences, Forgas, 1995; see also Angie, Connelly, Waples, & Kligyte, 2011; Gooty et al., 2019; Moin, Wei, Weng, & Ahmad Bodla, 2021) in leadership (Glasø & Einarsen, 2008; Gooty et al., 2019; Gooty et al., 2010).”
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“First, social exchange relationships (LMX and TMX) were examined as predictors of organizational commitment (Chernyak-Hai & Tziner, 2014; Loan et al., 2019) and happiness at work (Collewet et al., 2019; Gooty et al., 2010).”
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“A traditional journal search (i.e., searching in a speci ﬁ c journal using keywords: Eva et al., 2019; Gooty et al., 2010; 2012) may miss key references outside of those speci ﬁ c journals.”
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“Introduction Interest in the influence of emotions on behaviour [1], decision-making [2] and leadership [3, 4] has accelerated over the last decade.”
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“’s [30] call to focus on contextual factors”
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How does abusive supervision impair follower’s intrinsic motivation? Testing roles of positive affect and leader humor expression
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“Affect refers to longer lasting positive or negative emotion experiences and is classified as a state affect (mood) and trait or dispositional affect (Gooty et al., 2010).”
Background
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Jian, P. E. N. G., Liu, Y., Hong, L. U., Yingjie, L. I. U., & Weijiong, W. U. (2014) · Advances in Psychological Science · doi:10.3724/sp.j.1042.2014.01757 · Cited by 8
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“A leader’s transformational style constitutes, therefore, a positive resource for followers (see, also, Gooty et al., 2010; Lei et al., 2020; Seitz & Owens, 2021).”
Background
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“Emotions, as a link between people, play a critical role in the interaction process of employee motivation between the leaders and their subordinate employees (Gooty et al., 2010).”
Background
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“Reviews of the leadership literature have shown that leadership is closely connected to follower emotions (Ashkanasy & Dorris, 2017 ; Gooty et al., 2010 ).”
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“moving the theories forward [5], [6].”
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“D’Errico and Poggi (2022) recently showed for a sample of Italian politicians that the expression of negative emotions can be interpreted as a sign of power and strength which, in challenging times, can create a charismatic eﬀect as well (cf. also Gooty et al. 2010).”
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Emotionality in domestic water use in the global south: Who cares who is deprived of?
Loodin, N. (2023) · Environment and Social Psychology · doi:10.54517/esp.v9i2.2099 · Cited by 6
LİDERLİK TARZLARININ ÖRGÜTSEL SESSİZLİK VE TÜKENMİŞLİK DÜZEYİ ÜZERİNE ETKİSİ: BİR ALAN ARAŞTIRMASI
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Pilot study of an online brief mindfulness-based intervention to improve the well-being of managers and reduce their stress at work.
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“Gooty et al. [35] stated that employees are influenced by their leaders’ emotions.”
Learning from poor leadership practice
Thompson, R., Patterson, N., Mavin, S. A., & Corlett, S. (2024) · Management Learning · doi:10.1177/13505076241296005 · Cited by 7
“We interpret emotions as context-specific, transient, intense reactions to an event, person or entity (Gooty et al., 2010).”
Influential
When Super (Wo)man Fails to Appear: Beyond Idealized Prototypes in Crisis Leadership
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Self-citation
Toward a Dynamic Social Process View: An Integrative, Multidisciplinary Review of the Relationship Between Affect and Creativity
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Fonder From Afar: Distance, Leadership, and the Legitimacy of the EU
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“…of these leaders in terms of their ideological views, credibility, or whether they are democratically elected—as well as (social) psychological factors like social identification and emotions—play a role in people’s trust in the EU (Gooty et al., 2010; Haslam et al., 2011; van Zuydam, 2018).”
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“Research has convincingly shown that feelings play important roles in working conditions, organizational behavior, and leadership [11,12].”
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“emotions, cognitions, and attitudes in situations in which the leader does not act in accordance with follower values (Brown & Trevino, 2009; Fiebig & Kramer, 1998; Gooty et al., 2010), and it is known from psychological research that people experience negative emotions such as fear and anxiety when they perceive a di…”
Background
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Self-citation
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Background
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Background
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“Gwyther Matthew (2015) believes that leaders need to avoid problems that lack public trust.”
Background
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“Gooty et al. (2010) identiﬁed that “The role of trust and emotions in leading and following is under-researched . . . less research attention has focused upon affective inﬂuences in trusting one’s leader” (p. 1000).”
Background
Shaken to the core: trust trajectories in the aftermaths of adverse cyber events
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“Extant study shows supervisors differ in their capacity for positive, other-directed emotions (Gooty et al., 2010; Michie and Gooty, 2005), yet these positive displays are vital for their effectiveness (Edelman and Van Knippenberg, 2017).”
The Effects of Leaders’ Affect: An Integrative Perspective Based on Multi-level Theories
Zhen, W. A. N. G., & Chen, L. (2014) · Advances in Psychological Science · doi:10.3724/sp.j.1042.2014.00122 · Cited by 4
“心理科学进展 2014, Vol. 22, No. 1, 122–129 Advances in Psychological Science DOI: 10.3724/SP.J.1042.2014.00122 122 领导者情感的作用机制：一个跨层的整合观点* 王桢陈乐妮 (中国人民大学劳动人事学院, 北京 100872) 摘要领导者情感能够影响下属个体绩效和团队整体绩效, 但作用机制尚不清晰。基于情感事件理论和情绪传染理论, 在个体层面上, 领导者情感通过情绪传染和领导者行为两条路径影响下属情感, 进而影响下属绩效和工作态度。其次在团队层面上, 个体情感通过情绪传染和交叉影响形成团队情感基调, 通过影响团队过程,…”
Influential
Emotions, helping behavior and leaders’ effectiveness: a serial mediation model
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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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