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Cited by 360Team Dynamics and PerformanceJob Satisfaction and Organizational BehaviorEmotional Intelligence and Performance

Searing Sentiment Or Cold Calculation? The Effects Of Leader Emotional Displays On Team Performance Depend On Follower Epistemic Motivation

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Van Kleef, Gerben A., Homan, Astrid C., Beersma, Bianca, Van Knippenberg, Daan, Van Knippenberg, Barbara, Damen, Frederic·2009·Academy of Management Journal
DOI 10.5465/amj.2009.41331253
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Abstract

We examined how leader emotional displays affect team performance. We developed and tested the idea that effects of leader displays of anger versus happiness depend on followers' epistemic motivation, which is the desire to develop a thorough understanding of a situation. Experimental data on fourperson teams engaged in an interdependent team task showed that teams with higher epistemic motivation performed better when their leaders displayed anger (mediated by team members' performance inferences), whereas teams with lower epistemic motivation performed better when the leaders expressed happiness (mediated by team members' affective reactions). Theoretical contributions and managerial ramifications are discussed.

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  • Members of ad-hoc work groups inferred that they had performed better on a task when their leader emitted facial, vocal, and bodily displays of happiness while delivering feedback than when the leader displayed anger, although the content of the feedback was identical.

    “In a laboratory study, members of ad-hoc work groups inferred that they had performed better on a task when their leader emitted facial, vocal, and bodily displays of happiness while delivering feedback than when the leader displayed anger, although the content of the feedback was identical (Van Kleef et al. 2009).”

    From The Social Effects of Emotions (2022) · cites this paper as Van Kleef et al. 2009

  • Expressions of happiness fuel positive impressions of college students, leaders, negotiation counterparts, and service providers.

    “expressions of happiness have been shown to fuel positive impressions of college students (Harker & Keltner 2001), leaders (Glomb & Hulin 1997, Van Kleef et al. 2009), negotiation counterparts (Kopelman et al. 2006, Van Kleef et al. 2004a), and service providers (Tsai & Huang 2002)”

    From The Social Effects of Emotions (2022) · cites this paper as Van Kleef et al. 2009

  • Teams high on processing motivation performed better on an experimental task after their leader provided feedback in an angry tone, because they inferred from the leader's anger that their performance was subpar.

    “Teams high on processing motivation performed better on an experimental task after their leader had provided feedback in an angry tone, because they inferred from the leader's anger that their performance was subpar; conversely, teams low on processing motivation performed better after their leader provided feedback in a happy tone, because the leader's happiness engendered reciprocal happiness”

    From The Social Effects of Emotions (2022) · cites this paper as Van Kleef et al. 2009

  • Teams low on processing motivation performed better after their leader provided feedback in a happy tone, because the leader's happiness engendered reciprocal happiness and favorable impressions of the leader.

    “Teams high on processing motivation performed better on an experimental task after their leader had provided feedback in an angry tone, because they inferred from the leader's anger that their performance was subpar; conversely, teams low on processing motivation performed better after their leader provided feedback in a happy tone, because the leader's happiness engendered reciprocal happiness”

    From The Social Effects of Emotions (2022) · cites this paper as Van Kleef et al. 2009

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Cited by

Sorted by citations

Authors
Van Kleef, G. A., Homan, A. C., Beersma, B., Van Knippenberg, D., Van Knippenberg, B., & Damen, F.
Affiliations
  • University of Amsterdam
  • Vrije Universiteit Amsterdam (NL)
  • Erasmus University Rotterdam
  • VU University Amsterdam
ORCID
Venue
Academy of Management Journal
Publisher
Academy of Management
Published
2009-06
Volume
52
Issue
3
Pages
562-580
ISSN
  • 0001-4273 (ISSN-L)
  • 1948-0989
DOI
10.5465/amj.2009.41331253
OpenAlex
W2180269329
Cited by
360
References
13
Citations by year
2026: 18 · 2025: 28 · 2024: 19 · 2023: 20 · 2022: 18 · 2021: 39 · 2020: 30 · 2019: 15 · 2018: 23 · 2017: 24 · 2016: 22 · 2015: 27 · 2014: 13 · 2013: 17 · 2012: 14
FWCI
20.46
Type
journal article
Language
en
Open access
Licence
other-oa
Locations
  • Academy of Management Journal (publishedVersion)
  • UvA-DARE (University of Amsterdam) (publishedVersion, other-oa)
  • VU Research Portal (publishedVersion, other-oa)
  • Data Archiving and Networked Services (DANS) (submittedVersion, other-oa)
  • EUR Research Repository (Erasmus University Rotterdam) (submittedVersion)
Funders
Nederlandse Organisatie voor Wetenschappelijk Onderzoek
Topics
  • Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Psychology › Social Psychology › Emotional Intelligence and Performance
Keywords
anger, happiness, epistemic motivation, team performance, leader-follower relationships, affective reactions, interdependent teams, leader emotional intelligence

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