The DOI matches its Crossref record; 175 of the 181 references it cites were found in a registry or an index.
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]
Citations
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“There is a lot of literature on affect and emotions in the leadership/management literature, with affect and emotions having been found to be deeply intertwined with the process of leading as well as leader and follower outcomes (Gooty et al. , 2010).”
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“From this perspective, leaders’ emotions and emotional abilities are important in shaping their own and fol-lowers’ emotions, attitudes, and behaviours (gooty et al., 2010). therefore, the study examined work outcomes concerning positive and negative affect at work and job satisfaction.”
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“23 27–29 The doctor-patient relationship is a specific medical service management relationship produced in medical interaction between medical staff and patients.”
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“All in all, the role of sentiments in leadership has scarcely been studied (e.g., Dubey, 2020; Gooty et al., 2010; Van Kleef et al., 2009).”
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“Several studies have been conducted to evaluate the most effective methods for developing leadership skills in military personnel (Lussier & Achua, 2015; Liu et al., 2018; Gooty et al., 2010).”
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“According to the meta-analysis of Gooty et al. [50], the research unanimously shows the existence of an emotional contagion between leader and followers, ie a positive impact of positive emotions of the leaders on the followers, and conversely for the negative emotions.”
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“Briner and Kiefer found that less than half (around 40 percent) of the papers on organizational psychological research defined emotions in line with basic psychological theories (Briner and Kiefer 2005; Gooty et al. 2010).”
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Game, A., West, M. A., & Thomas, G. (2016) · Emerald Group Publishing Limited eBooks · doi:10.1108/s1746-979120160000012002 · Cited by 3
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“Most of the research on the emotional influence of leaders on followers has focused on positive affect, namely that it has a generally positive influence on followers (Gooty et al., 2010; Joseph et al., 2015; Stewart et al., 2009a; Van Knippenberg & Van Kleef, 2016).”
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“(Brown & Moshavi, 2005; Cherniss, 2010; Dearborn, 2002; Feather, 2009; George, 2000; Gooty et al., 2010; Locke, 2005; Pearson et al., 2007; Rao, 2006; Riggio & Reichard, 2008; Walter & Cole, 2012).”
How Meditation Supports Positive Leadership Development?
Barua, B., & Burgess, J. (2024) · International Journal For Multidisciplinary Research · doi:10.36948/ijfmr.2024.v06i02.15133 · Cited by 2
“Affect and emotions are deeply intertwined with the process of leading, leader outcomes and follower outcomes (Gooty et al., 2010).”
BackgroundKognitive Aspekte sozialer Innovation: Wirkungsanalyse, Prognose und Klugheit
Mumford, M. D., Peterson, D. R., & Robledo, I. C. (2011) · VS Verlag für Sozialwissenschaften eBooks · doi:10.1007/978-3-531-94135-6_2 · Cited by 2
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“From an ‘emotional contagion’ perspective, their emotions may ultimately impact the performance of their group (cf. Barsade, 2002; Gooty et al., 2010; Kaplan et al., 2014; Sy et al., 2005).”
BackgroundInteraction of crisis leadership & corporate reputation
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“Gwyther Matthew (2015) believes that leaders need to avoid problems that lack public trust.”
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Perceived injustice and its impact on job outcomes : role of jealousy and self-efficacy
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“By examining leader effectiveness from a follower ’ s perspectives, a narrow, leader-centric view of leader accomplishments (Gooty et al., 2010) can be avoided.”
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“It does not only consist of PA, but also NA, and may stick around much longer compared to emotions (Gooty et al., 2010; Watson et al., 1988).”
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“…approach enabled us to capture the dynamic and transient nature of these processes (Ashkanasy & Dor-ris, 2017 ), which is essential given that affective responses to leaders’ behaviors are both highly prevalent and critical to employee functioning (Gooty et al., 2010), yet not fully understood.”
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“To effectively evoke and measure genuine emotions in citizen-state interactions within a controlled environment (Frijda 2017; Gooty et al. 2010; Ashkanasy et al. 2017), we constructed a virtual scenario with a high degree of experimental realism: the “Online Application Procedure for a Government…”
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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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