愤怒有度:领导表达愤怒情绪对领导绩效的影响

领导表达愤怒情绪一定不好吗?最近研究发现,领导表达愤怒情绪对领导绩效(任务绩效和关系绩效)存在积极影响与消极影响的不一致结论。文章尝试使用双阈限模型揭示领导的愤怒情绪产生积极影响或消极影响的边界条件。进一步明确领导表达愤怒情绪的阈限是影响领导绩效的关键因素,拓展了双阈限模型对领导愤怒情绪影响其领导绩效的理论解释。     

Does Family Life Help to be a Better Leader? A Closer Look at Crossover Processes From Leaders to Followers

Although research on family‐to‐work processes is accumulating, not many studies have looked at how the leader's family issues spillover to work and what the consequences are for their followers. We investigate whether leaders’ family‐to‐work conflict (FWC) and enrichment (FWE) influence first their own well‐being at work (i.e., job burnout and work engagement) and consequently the well‐being of their followers due to crossover processes. We test whether crossover is due to the transfer of emotions from the leader to followers (affective crossover) or due to diminished or enhanced support from the leader (behavioral crossover). Using a sample of 199 leaders and 456 followers, we found that leader FWC (Time 1) was positively related to leader feelings of burnout 4 weeks later (Time 2), consequently enhancing follower feelings of burnout 5 weeks after Time 1 (Time 3). Similarly, leader FWE had a positive relationship with follower engagement, through leader enhanced engagement. Our findings fully supported the affective crossover mechanism. In addition, leader burnout was negatively related to leader supportive behavior, indirectly increasing burnout among followers. Our results underscore that leaders’ family life matters at work, influencing not only their own well‐being but also how they motivate and support their followers.     

"A right to lead": The role of leader legitimacy on group reactions to transgressive leadership

Research on the transgression credit shows that groups may sometimes turn a blind eye to ingroup leaders who transgress moral norms. Although there is substantial research investigating the underlying criteria of what makes a “good” leader, research often neglects to investigate the role of followers in leader-group dynamics. In this paper, we offer a novel approach to transgressive leadership by proposing that leader legitimacy is a key factor that determines whether followers’ reactions to transgressive leaders are positive or negative. Across two experiments, participants ascribed transgression credit only to transgressive ingroup leaders perceived as legitimate (Studies 1–2, total n = 308). Transgressive illegitimate leaders were viewed as more threatening to the group, were targeted for formal punishment, received less validation for their behavior, triggered negative emotions (anger and shame), and raised higher consensus for their removal from the leadership position than did legitimate leaders. This effect also occurred irrespective of the absence of formal social control measures implemented toward the transgressive leader (Study 2). Mediation analysis showed that leader illegitimacy triggered stronger feelings of group threat and stronger negative emotions which, consequently, fuelled agreement with collective protest against the transgressive leader. Theoretical and practical implications of these findings are discussed.     

Exchange through emoting: An emotional model of leader–member resource exchanges

Despite research suggesting that emotional interactions pervade daily resource exchanges between leaders and members, the leader–member exchange (LMX) literature has predominantly focused on the interplay between general affective experiences and the overall relationship quality. Drawing upon the affect theory of social exchange, we examine why and how discrete exchange imbalance engenders distinct emotions and shapes downstream work behaviors of the members. Results from a preregistered experimental study with 247 participants and an experience sampling study with time-lagged reports from 79 leaders and 145 members show that a positively imbalanced exchange increases members’ subsequent leader-directed helping via gratitude (but not via shame) and that a negatively imbalanced exchange increases members’ subsequent risk-taking via pride (but not via anger). Moreover, the intensity of such effects hinges upon the average level of resource contributions of leader–member dyads. Our research casts light on the role of transient emotions in dynamic resource exchanges between leaders and members and enriches our knowledge of within-dyad fluctuations of social exchanges.     

依恋如何影响领导者内隐追随特征？性别的调节作用

本文基于联结主义模型,探讨了依恋对领导者内隐追随特征（IFTs）的影响以及性别的调节作用。采用问卷法,对323名不同行业的领导者进行调研,结果发现：（1）依恋对IFTs有显著的预测作用;（2）不同依恋类型的领导者对员工的特征偏好存在差异,安全型青睐勤奋热情的员工,焦虑型偏好从众鲁钝的员工,回避型欣赏高效执行的员工;（3）性别在依恋与IFTs的关系中起调节作用,女性领导者对员工的消极期待更容易受依恋焦虑性影响。     

当抗议遭遇挫折:集体行动失利情境下情绪反应对行动意愿的作用

在集体行动发展过程中,新的群际互动事件会对参与者心理及行为产生重要影响。本研究采取调查问卷与实验情境设计相结合的方法,考察了集体行动失利情境下参与者情绪体验对其未来行动意愿的影响,以及群体认同与群体效能对情绪的作用机制。研究结果显示:1)集体行动的消极结果会引发参与者愤怒与沮丧情绪体验,且愤怒情绪对其未来行动意愿有正向预测作用,沮丧情绪对其未来行动意愿有负向预测作用;2)群体认同与群体效能会影响群体成员因集体行动失利而产生的愤怒感与沮丧感,参与者对内群体的认同感越强,效能评估越高,在集体行动遭遇挫败时体验到的愤怒感就越强,体验到的沮丧感就越弱。本研究扩展了集体行动的情绪研究取向,并为探讨集体行动的动态演变提供了新的研究思路。     

Leader-Member Exchange and Transformational Leadership: An Empirical Examination of Innovative Behaviors in Leader-Member Dyads

This paper evoked leader-member exchange (LMX) and transformational leadership theories to explain innovative behavior in leader-member dyads. Data from 225 leader-member dyads in a Fortune 500 manufacturing plant found exchange quality to be positively related to follower autonomy, leader support of followers, and follower commitment to the organization. Further, followers who were supported by their leaders and who were committed to the organization were more likely to be innovative. Also, exchange quality was directly related to innovative behaviors. Contrary to expectations, transformational leadership was negatively related to innovative behaviors of followers.     

Followers’ satisfaction from working with group-prototypic leaders: Promotion focus as moderator

What is the effect of followers’ promotion focus on their satisfaction from working with a leader who is prototypic of their group? We propose that high (vs. low) promotion-focused followers will respond more positively to a group-prototypic leader as a way to advance the in-group (“promote us”), which would increase their satisfaction from working with that leader. Results from an organizational survey and a scenario experiment supported the predicted two-way interaction between promotion focus and leaders’ group prototypicality: the positive relation between leaders’ group prototypicality and followers’ satisfaction from working with their leader was significantly greater for high than low promotion-focused employees. No such interactive effect was found for employees’ level of prevention focus. We discuss how these findings extend social identity theory’s analysis of leadership.     

Paradoxical Leader Behaviors: Leader Personality and Follower Outcomes

We examined leaders’ Big Five personality traits as the antecedents and followers’ in-role and innovative performance behaviors as outcomes of paradoxical leader behavior (PLB) in people management. We also examined the moderating effect of followers’ psychological capital on PLB and its relationship with followers’ outcomes. We drew on the trait theory of leadership, social learning theory, and the conservation of resources theory to derive our hypotheses. We tested our predictions with a sample of 131 managers and 609 followers. By and large, we found support for our predictions. More specifically, leaders’ traits of extraversion and openness to experience were positively related to followers’ PLB ratings. Conversely, agreeableness, conscientiousness, and neuroticism among leaders were negatively related to followers’ PLB ratings. PLB in turn was positively related to followers’ in-role and innovative performance behaviors. Followers’ psychological capital was found to moderate the relationship between PLB and followers’ in-role performance such that the relationship was stronger when followers’ psychological capital was high than when it was low. The implications of these findings were discussed.     

On angry leaders and agreeable followers. How leaders' emotions and followers' personalities shape motivation and team performance

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.     

When grandiose meets vulnerable: narcissism and well-being in the organizational context

ABSTRACT

Objective

In this article, we explore the implications of vulnerable narcissism in an organizational context, particularly with regard to work-related well-being and leader–follower interactions. We tested whether employees’ vulnerable narcissism affects their work engagement and emotional exhaustion. Furthermore, we examined whether leaders’ grandiose narcissism impacts such as working relationships. We used job demands-resources theory in order to derive our hypotheses at the intra- and inter-individual level. Method: Multi-level analyses in a sample of 235 followers in 71 teams confirmed some of our hypotheses. Results: We demonstrate that vulnerable narcissism is positively related to followers’ emotional exhaustion and negatively related to work engagement. Moreover, leaders’ grandiose narcissism exacerbates the negative relationship between followers’ vulnerable narcissism and their work engagement. Conclusions: Our results indicate that the various facets of narcissism play an important role in an organizational context and suggest that vulnerable narcissism in particular, which has been largely neglected in previous research, is an important determinant of work-related well-being. Further, we form a holistic understanding of the leadership process by emphasizing the interaction between leaders’ and followers’ personalities, adding to the leadership literature by integrating leader and follower characteristics.     

Explaining Leader Well-Being in the Workplace from Leaders’ Identity,Reputation, and Charisma

Informed by evolutionary leadership theory, the current study investigates two forms of leader well-being in the workplace as explained by leaders’ self-perceived identity (i.e., self-ratings of dark personality), follower-judged reputation (i.e., subordinate-ratings of leaders' dark personality), and attributed charisma. Results, based on data from 386 followers matched with 268 leaders, linked both a Dark Triad identity and a Dark Triad reputation to less perceived social worth and job satisfaction among leaders. Additional results found leader charisma surpassed a Dark Triad identity and reputation as an explanatory factor, a finding we attribute to the salience and observability of charisma to followers. Lastly, our results also indicate a leader identity × charisma interaction. The pattern of moderation suggests followers respond to leader charisma in ways that encourage a leader and thereby buffer the otherwise inimical consequences of a Dark Triad identity. Overall, our research suggests that leaders’ subjective quality of work life is shaped by an interplay between internal propensity and acclaim from followers in the form of attributed charisma. Implications for organizations and evolutionary leadership theory are discussed.     

Heroic or hubristic? A componential approach to the relationship between perceived transformational leadership and leader–member exchanges

Using an interpersonal approach to self-perceptions, we broke down leaders’ self-perceptions of their transformational leadership behaviour into three components: a target effect (i.e., how leaders are perceived by followers), a perceiver effect (i.e., how leaders perceive followers), and a self-enhancement effect (i.e., idiosyncratic positivity bias in how leaders perceive themselves), and then examined the relationships between these components and the quality of exchanges between leaders and followers (LMX). In a survey study among 60 leaders with 286 followers, we found the target effect in leaders’ self-perceptions of their transformational leadership to be positively related to the quality of LMX, whereas the perceiver effect and self-enhancement effects were negatively associated with LMX. Follower extraversion intensified the positive role of the target effect and the negative role of the self-enhancement effect in the leader–follower exchanges.     

Fear,Anger, and Voting for the Far Right: Evidence From the November 13, 2015 Paris Terror Attacks

The conjecture that negative emotions underpin support for far‐right politics is common among pundits and scholars. The conventional account holds that authoritarian populists catalyze public anxiety about the changing social order and/or deteriorating national economic conditions, and this anxiety subsequently drives up support for the far right. We propose that while emotions do indeed play an independent causal role in support for far‐right parties and policies, that support is more likely built upon the public’s anger rather than fear. This article explores the relative impact of fear and anger in reaction to the 2015 Paris terror attacks on the propensity to vote for the French far‐right party, the Front National, in the 2015 regional elections. Contrary to conventional wisdom, we find that anger is associated with voting for the Front National, while fear is associated with voting against the Front National. Moreover, anger boosts the Front National vote most powerfully among far‐right and authoritarian voters. On the other hand, fear reduces support for the far right among those same groups.     

Affective Match in Leadership: Leader Emotional Displays,Follower Positive Affect,and Follower Performance1

Leader emotions may play an important role in leadership effectiveness. Extending earlier research on leader emotional displays and leadership effectiveness, we propose that the affective match between follower positive affect (PA) and leaders’ emotional displays moderates the effectiveness of leader emotional displays. Leader display of emotions has more positive effects on follower behavior if the match between the valence of leader emotion and follower PA is strong rather than weak. Support for this hypothesis was found in 2 experiments. Congruency between leader emotional displays and follower PA determined follower task performance and extra‐role compliance. Results from the second experiment indicated that this effect is a due to affective aspects of leader behavior and not to the valence of message content.     

The effect of trait anger and impulsiveness on ethical leadership and support for organizational change

In this study, we examine the combined effect of leader trait anger and impulsiveness (narrow neuroticism sub-factors) on ethical leadership and organization member adaptivity. Data from working leaders, their followers and direct managers provide preliminary evidence that high trait anger and high impulsiveness relates to low follower-rated ethical leadership, and low manager-rated organization member adaptivity. Similarly, there was a stronger negative association between trait anger and ethical leadership for leaders with high as opposed to low impulsiveness. Implications for research and practice are discussed.     

Emotion regulation in leader–follower relationships

This study investigates the extent to which leaders and followers express, suppress or fake their emotions during interaction, using a sample of 135 leaders and 207 followers. The respondents completed questionnaires on emotion regulation, the relationship quality between leaders and followers (LMX), job satisfaction, and health complaints. The data indicate that negative emotions such as disappointment, uncertainty, and annoyance are typically suppressed, while positive emotions such as enthusiasm, interest, and calmness are typically expressed or faked. The reported level of emotion regulation was higher for leaders than for followers. Suppressing and faking emotions correlated negatively with the LMX and job satisfaction, and positively with health complaints among both groups. Emotion regulation is thus a prominent and complex facet of leader – follower relationships with possible negative effects for both leaders and followers.     

Deadly combinations: how leadership contexts undermine the activation and enactment of followers’ high core self-evaluations in performance

Employees with high core self-evaluations (CSE) generally perform well in their jobs. The enactment of CSE in performance occurs within contexts, and leadership is one form of context that influences the activation and expression of CSE. Drawing on theories of CSE and leader–member exchange (LMX), we characterized the leadership context as the interaction between leader CSE and LMX quality. Examination of 173 followers and their 31 leaders in a manufacturing organization showed a positive association between follower CSE and performance when the context comprised high leader CSE and high LMX. Conversely, leadership contexts comprising high leader CSE and low LMX, or low leader CSE and high LMX, resulted in a negative relationship between follower CSE and performance. We also show that low CSE followers have relatively high performance under some circumstances. Thus, we contribute to understanding how some leadership contexts undermine high CSE followers’ performance and promote low CSE followers’ performance.     

Elevation at work: The effects of leaders’ moral excellence

Leaders influence followers in many ways; one way is by eliciting positive emotions. In three studies we demonstrate that the nearly unstudied moral emotion of ‘elevation’ (a reaction to moral excellence) mediates the relations between leaders’ and their followers’ ethical behavior. Study 1 used scenarios manipulated experimentally; study 2 examined employees’ emotional responses to their leaders in a natural work setting; study 3 compared the effects of elevation to those of happiness, serenity, and positive affect. We found that leaders’ interpersonal fairness and self-sacrifice are powerful elicitors of elevation, and that this emotion fully mediates leaders’ influence on followers’ organizational citizenship behavior and affective organizational commitment. In the first study, we also observed a moderation effect of interpersonal fairness on self-sacrifice. Results underline the importance of positive moral emotions in organizations and shed light on the emotional process by which ethical leaders can foster positive organizational outcomes.