The role of leader emotion management in leader-member exchange and follower outcomes

被引：84

作者：

Little, Laura M. ^{[1
]}

Gooty, Janaki ^{[2
]}

Williams, Michele ^{[3
]}

机构：

[1] Univ Georgia, Terry Coll Business, Athens, GA 30602 USA

[2] Univ N Carolina, Belk Coll Business, Charlotte, NC 28223 USA

[3] Cornell Univ, Ithaca, NY 14853 USA

来源：

LEADERSHIP QUARTERLY | 2016年 / 27卷 / 01期

关键词：

Interpersonal emotion management; Leader-member exchange; Social exchange theory; Emotion regulation; PERCEIVED ORGANIZATIONAL SUPPORT; INTERPERSONAL AFFECT REGULATION; SOCIAL-EXCHANGE; JOB-SATISFACTION; CITIZENSHIP BEHAVIOR; AFFECTIVE EVENTS; PERFORMANCE; CONSEQUENCES; WORK; CHILDRENS;

D O I：

10.1016/j.leaqua.2015.08.007

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

In response to growing calls for such research, we develop and test a model of leader behaviors directed at managing followers' negative emotions. These leader interpersonal emotion management strategies (IEMS) are posited to affect followers' organizational citizenship behaviors performed within interpersonal relationships (OCBIs) and job satisfaction via follower perceptions of the quality of the leader-member exchange relationship (LMX). In addition, we posit that some, but not all, leader IEMS promote and strengthen LW( relationships. Results from multisource data in a sample of 163 leader-follower dyads confirmed the majority of the hypothesized direct effects of the leader IEMS and mediating effects of LMX. (C) 2015 The Authors. Published by Elsevier Inc. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

引用

页码：85 / 97

页数：13

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