The DOI matches its Crossref record; 40 of the 41 references it cites were found in a registry or an index.
On Angry Leaders and Agreeable Followers: How Leaders’ Emotions and Followers’ Personalities Shape Motivation and Team Performance
Open accessAbstract
Do followers perform better when their leader expresses anger or when their leader expresses happiness? We propose that this depends on the follower's level of agreeableness. Anger is associated with hostility and conflict-states that are at odds with agreeable individuals' goals. Happiness facilitates affiliation and positive relations-states that are in line with agreeable individuals' goals. Accordingly, the two studies we conducted showed that agreeableness moderates the effects of a leader's emotional displays. In a scenario study, participants with lower levels of agreeableness responded more favorably to an angry leader, whereas participants with higher levels of agreeableness responded more favorably to a neutral leader. In an experiment involving four-person teams, teams composed of participants with lower average levels of agreeableness performed better when their leader expressed anger, whereas teams composed of participants with higher average levels of agreeableness performed better when their leader expressed happiness. Team performance was mediated by experienced workload, which was highest among agreeable followers with an angry leader. Besides having important practical implications, the findings shed new light on the fundamental question of how emotional expressions regulate social behavior.
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“The role of personality is exemplified by studies on leadership effectiveness in which participants low on agreeableness (i.e., who attach comparatively little importance to social harmony) rated an angry leader as more effective than a neutral leader, were more motivated by an angry leader, and performed better under an angry leader, whereas participants high on agreeableness (i.e., who value”
From The Social Effects of Emotions (2022) · cites this paper as Van Kleef et al. 2010
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“The role of personality is exemplified by studies on leadership effectiveness in which participants low on agreeableness (i.e., who attach comparatively little importance to social harmony) rated an angry leader as more effective than a neutral leader, were more motivated by an angry leader, and performed better under an angry leader, whereas participants high on agreeableness (i.e., who value”
From The Social Effects of Emotions (2022) · cites this paper as Van Kleef et al. 2010
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Cheng, J. T., Tracy, J. L., Foulsham, T., Kingstone, A. F., & Henrich, J. (2012) · Journal of Personality and Social Psychology · doi:10.1037/a0030398 · Cited by 1,036
Emotional Labor at a Crossroads: Where Do We Go from Here?
Grandey, A. A., & Gabriel, A. S. (2015) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-032414-111400 · Cited by 664
The Social Effects of Emotions
van Kleef, G. A., & Côté, S. (2022) · Annual Review of Psychology · doi:10.1146/annurev-psych-020821-010855 · Cited by 534
Barsade, S. G., & Gibson, D. E. (2012) · Current Directions in Psychological Science · doi:10.1177/0963721412438352 · Cited by 247
Why 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
Metadata
- Authors
- Van Kleef, G. A., Homan, A. C., Beersma, B., & van Knippenberg, D.
- Affiliations
- University of Amsterdam
- Vrije Universiteit Amsterdam (NL)
- University of Amsterdam (NL)
- Erasmus University Rotterdam (NL)
- Venue
- Psychological Science
- Publisher
- SAGE Publications
- Published
- 2010-10-25
- Volume
- 21
- Issue
- 12
- Pages
- 1827-1834
- ISSN
- 0956-7976 (ISSN-L)
- 1467-9280
- OpenAlex
- W2164711014
- Cited by
- 162
- References
- 41
- Citations by year
- 2026: 7 · 2025: 5 · 2024: 7 · 2023: 9 · 2022: 9 · 2021: 13 · 2020: 11 · 2019: 27 · 2018: 8 · 2017: 11 · 2016: 12 · 2015: 13 · 2014: 9 · 2013: 11 · 2012: 3
- FWCI
- 9.18
- Type
- journal article
- Language
- en
- Open access
- green
- hdl.handle.net
- Locations
- Psychological Science (publishedVersion)
- PubMed (publishedVersion)
- UvA-DARE (University of Amsterdam) (publishedVersion)
- Digital Academic REpository of VU University Amsterdam (Vrije Universiteit Amsterdam) (submittedVersion)
- UvA-DARE (University of Amsterdam) (submittedVersion)
- VU Research Portal (submittedVersion)
- Data Archiving and Networked Services (DANS) (submittedVersion, other-oa)
- Funders
- Nederlandse Organisatie voor Wetenschappelijk Onderzoek (NWO 452-09-010, 452-09-010)
- Topics
- Social Sciences › Psychology › Social Psychology › Emotional Intelligence and Performance
- Social Sciences › Psychology › Social Psychology › Emotions and Moral Behavior
- Social Sciences › Sociology and Political Science › Social and Intergroup Psychology
- Keywords
- anger, happiness, agreeableness, followers, leader-follower relationships, team performance, workload, affiliation, hostility, conflict
- MeSH terms
- Adolescent, Adult, Anger, Emotions, Female, Group Processes, Humans, Leadership, Male, Middle Aged, Models, Psychological, Motivation, Personality, Surveys and Questionnaires, Social Behavior, Social Perception, Workload, Young Adult
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