Differences between follower and dyadic measures of LMX as mediators of emotional intelligence and employee performance,well-being,and turnover intention

Both leader and follower emotional intelligence (EI) have been posited in the literature to influence leader–member exchange (LMX). We collected data from 203 independent leader–follower dyads working in the insurance industry in Malaysia and examined relationships between leader and follower trait-EI and follower outcomes mediated through LMX. We added a further dimension to our study by comparing results using follower and then a dyadic measure of LMX. We found that leader EI predicted a dyadic measure of LMX, whilst only follower EI predicted a follower measure of LMX. As hypothesized, leader EI had both direct and indirect effects on follower job performance. By contrast, follower EI demonstrated both direct and indirect effects on follower well-being. We found a dyadic measure of LMX to be a stronger predictor of follower job performance, well-being, and turnover intention than a follower only measure. Our results suggest that significant relationships between leader and follower trait EI and LMX depend on whether follower or dyadic measures of LMX are used. The study draws attention to the importance of emphasizing the level at which EI effects are expected to operate in LMX.     

Display rule "regulators": the relationship between supervisors and worker emotional exhaustion

This field study examined the effect of supervisory regulation of display rules--the rules about what kind of emotion to express on the job (R. Ekman, 1992; A. Rafaeli & R. I. Sutton, 1987)--on the emotional exhaustion of subordinates. On the basis of a sample of 940 call center employees, the authors found that worker emotional exhaustion varied across supervisors within jobs, suggesting that emotion work is influenced at the supervisory, rather than job, level. Moreover, the authors found that the importance supervisors place on interpersonal job demands of their workers was positively related to worker emotional exhaustion. Worker career identity moderated the interpersonal-job-demands--emotional-exhaustion relationship, but self-efficacy did not. Study conclusions and suggestions for future research are provided.     

The Effects of Leader and Subordinate Characteristics in the Development of Leader–Member Exchange Quality1

This study investigated the contribution of both subordinate and leader characteristics in the development of leader-member exchange (LMX) quality. Data from 56 subordinate-superior dyads working at a large West-coast media company revealed that subordinates high in work self-efficacy were liked more by their supervisors, perceived to be more similar to their supervisors, experienced more positive LMX quality, and were rated as better performers than subordinates low in self-efficacy. Previous job experience, was related only to one outcome; supervisor's liking of the subordinate. Subordinates initially low in self-efficacy benefited from high LMX, as evidenced by increased end-of-program self-efficacy. Perceptions of similarity between supervisor and subordinate were found to be more important to LMX quality than actual demographic similarity. Leader self-efficacy and optimism predicted subordinates' ratings of LMX quality only for female supervisors. Unexpectedly, leader self-efficacy and optimism were related to the leaders' own ratings of LMX and subordinate performance.     

From self‐defeating to other defeating: Examining the effects of leader procrastination on follower work outcomes

This research examines the influence of leader procrastination on employee attitudes and behaviours. While previous studies have typically viewed procrastination as a form of self‐defeating behaviour, this research explores its effects on others in the workplace. In Study 1, using data collected from 290 employees, we demonstrate the discriminant and relative predictive validity of leader procrastination on leadership effectiveness compared with laissez‐faire leadership and directive leadership. In Study 2, based on dyadic data collected in three phases from 250 employees and their 23 supervisors, we found that leader procrastination was associated with follower discretionary behaviour (organizational citizenship behaviour and deviant behaviour). Additionally, job frustration was found to mediate the relationship between leader procrastination and follower outcomes. The quality of the leader–follower relationship, as a boundary condition, was shown to mitigate the detrimental effects of leader procrastination. Together, the findings suggest that leader procrastination is a distinct form of negative leadership behaviour that represents an important source of follower job frustration.

Practitioner points

• Leader procrastination is different from laissez‐faire and directive leadership and can be detrimental to followers.
• Job frustration mediates the relationship between leader procrastination and follower discretionary behaviour.
• Organizations should facilitate high‐quality LMX relationships as a method for mitigating the negative effects of leader procrastination.

     

Hurry up! The role of supervisors’ time urgency and self‐perceived status for autocratic leadership and subordinates’ well‐being

This study examines the connections among supervisors’ time urgency, their leadership behavior, and subordinate outcomes. Integrating cognitive perspectives on time urgency with contemporary thinking on the psychological experience of status, we reason that supervisors’ time‐urgent personality relates positively with their autocratic leadership behavior, and we cast supervisors’ self‐perceived status as a moderator of this linkage. Moreover, we enrich this leader‐centric perspective with a complementary, more follower‐centric view, recognizing that the consequences of supervisors’ time urgency likely extend beyond their own behavior to indirectly affect their subordinates’ well‐being at work. We tested our hypotheses using a field sample of 60 supervisors and 277 of their subordinates. Results indicate that (a) supervisors with higher time urgency are more likely to exhibit autocratic leadership behavior when they also perceive themselves as having relatively high status among subordinates, but not when perceiving lower status, and (b) supervisors’ time urgency exhibits a conditional indirect effect (via autocratic leadership) on subordinates’ work stress and time pressure experiences. Hence, this study illustrates an important boundary condition for the consequences of supervisors’ time urgency, and it demonstrates that this personality characteristic not only shapes supervisors’ leadership behavior but also affects the subordinates they are charged with leading.     

领导–下属心理资本一致性对周边绩效的影响——工作关系与私人关系的中介作用

本文基于相似吸引理论,考察了领导–下属心理资本一致性能否影响双方的工作关系(领导–下属交换,LMX)和私人关系(领导–下属关系,SSG),继而塑造下属的周边绩效。采用多项式回归和响应面分析技术,对164份领导–下属配对数据进行分析,结果表明：领导–下属心理资本越一致,双方的LMX和SSG越高;在一致情形下,与“低–低一致”相比,”高–高一致”时的LMX和SSG更高。领导–下属心理资本一致性通过LMX、SSG影响下属的周边绩效。以上结果能为如何有效利用心理资本管理领导–下属的人际互动、下属周边绩效提供启发。     

Emotional regulation as a mediator between interpersonal mistreatment and distress

Theory and research from the emotional labour literature focusing on mistreatment of employees by customers were used to examine interpersonal mistreatment by customers, coworkers, and supervisors. Specifically, we examined the relationships between all three of these sources of interpersonal mistreatment and psychological distress. We also examine the possibility that emotional regulation strategies mediated these relationships. In Study 1, we focused on surface acting as the mediating emotional regulation strategy. Using a sample of 256 working adults, the results of that study found a mediating role for surface acting between mistreatment and distress for mistreatment by customers and coworkers but not supervisors. In Study 2, we included measures of both deep acting and surface acting as potential mediators between sources of mistreatment and distress. Using a sample of 138 working adults, this second study again found that surface acting mediated the relationship between mistreatment and distress for mistreatment by customers and coworkers but not supervisors. Further, deep acting did not mediate any of the relationships between sources of mistreatment and psychological distress. We conclude surface acting plays an important mediating role in the relationship between interpersonal mistreatment by both customers and coworkers, and psychological distress.     

The relation between social sharing and the duration of emotional experience

People often socially share their emotions to regulate them. Two-mode theory of social sharing states that cognitive sharing will contribute to emotional recovery, whereas socio-affective sharing will only temporarily alleviate emotional distress. Previous studies supporting this theory, measured emotional recovery in terms of residual emotional intensity. Until now, another important time-dynamic aspect of emotions, emotion duration, has been largely ignored. In two experience sampling studies we addressed this gap. In Study 1, participants reported on the duration of anger, fear, and sadness episodes; additionally time-varying information on the occurrence and mode of sharing was collected. This study revealed that sharing led to a shortening in emotion duration, in particular when it was socio-affective in nature. In Study 2 we investigated whether this result could be interpreted in terms of our measure of duration primarily reflecting emotional relief rather than recovery. In this study, the same method as in Study 1 was used; additionally, residual emotional intensity was measured three days after emotion onset. Study 2 largely replicated the findings from Study 1. Furthermore, duration appeared to be empirically distinct from residual intensity. Finally, no relation between sharing and residual intensity was found, even when considering the sharing mode.     

The Effects of Leader Fairness and Pay Outcomes on Superior/Subordinate Relations1

This study assessed the effects of procedurally fair leadership and payment outcomes on subordinate reactions to the supervisor in a pay-for-performance task. Procedurally fair leadership was operationalized by the extent to which supervisors enacted three specific behaviors: facilitation of voice, accuracy, and adherence to formal policies and procedures. The payment outcomes were high and low cash payments for performance evaluated as above or below average. Subordinate reactions to these treatments focused on perceptions of supervisory fairness (both procedural and distributive) and the subordinate's relationship with his or her supervisor (in terms of both satisfaction and commitment). Procedurally fair leadership showed a main effect on subordinate perceptions of leader fairness and on their relationship with the leader. No other effects were noted. Implications are discussed.     

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 moderating role of emotional stability in the relationship between exposure to violence and anxiety and depression

This study investigated the associations among exposure to violence, emotional stability, and psychological symptoms. The moderating role of emotional stability in the relationship between exposure to violence and anxiety and depression was examined in a sample of 482 high school students in Hong Kong. Results showed that both witnessing violence and low levels of emotional stability were positively associated with symptoms of anxiety and depression. Low levels of emotional stability exacerbated the relation between witnessing violence and symptoms of anxiety and depression; the opposite pattern was found among adolescents with high levels of emotional stability. This study sheds light on the role of emotional stability in ameliorating the detrimental effects of witnessing violence on symptoms of anxiety and depression among adolescents. Findings of this study also have implications for the development of emotionally healthy personalities.     

Rumination,emotional intensity and emotional clarity

It has been suggested that a high tendency to ruminate presents a deficient emotion regulation. Past research found that people with high tendency to ruminate show sustained attention for negative stimuli and increased negative thinking, which may result in intensified experiences of negative emotions. Moreover, high level of rumination was associated with low emotional understanding. Accordingly, we hypothesized (1) high ruminators (HR) experience more intense emotional reactions than low ruminators (LR) for negative but not positive emotions, (2) LR have higher emotional clarity than HR, and (3) there would be the same pattern of results for brooding but not for reflective pondering. Participants completed a demographic questionnaire, a rumination response style questionnaire, and the Beck Depression Inventory-II. They also rated emotional intensity and identified emotion type for scene pictures from the CAP-D (Categorized Affective Pictures Database). The highest (HR) and lowest (LR) quarters of ruminators were compared on levels of emotional intensity and emotional clarity. We found HR experienced negative emotions more intensely than LR, with no difference for positive emotions. In contrast to our hypothesis, the two groups did not differ in their emotion understanding. This pattern of results was found for brooding but not for reflective pondering. Our research sheds light on the mechanism underlying rumination and emotion regulation.     

Getting stuck in depression: The roles of rumination and emotional inertia

Like many other mental disorders, depression is characterised by psychological inflexibility. Two instances of such inflexibility are rumination: repetitive cognitions focusing on the causes and consequences of depressive symptoms; and emotional inertia: the tendency for affective states to be resistant to change. In two studies, we tested the predictions that: (1) rumination and emotional inertia are related; and (2) both independently contribute to depressive symptoms. We examined emotional inertia of subjective affective experiences in daily life among a sample of non-clinical undergraduates (Study 1), and of affective behaviours during a family interaction task in a sample of clinically depressed and non-depressed adolescents (Study 2), and related it to self-reported rumination and depression severity. In both studies, rumination (particularly the brooding facet) and emotional inertia (particularly of sad/dysphoric affect) were positively associated, and both independently predicted depression severity. These findings demonstrate the importance of studying both cognitive and affective inflexibility in depression.     

上下级情绪智力对LMX、员工工作结果变量的作用研究

本研究探讨员工情绪智力对领导一成员交换（LMX）和员工工作结果变量的影响,并分析了上级情绪智力在其间的作用。研究通过对银行业员工及其直接领导进行280份问卷调查,运用相关分析、回归分析等统计方法。发现员工情绪智力和LMX、员工的情感承诺、组织公民行为、工作绩效正相关,上级情绪智力对员工情绪智力和LMX之间的关系有缓冲作用,LMX对员工情绪智力和员工情感承诺、组织公民行为之间的关系起到部分中介作用。     

Signaling trustworthiness: The effect of leader humor on feedback-seeking behavior

ABSTRACT

Given its capacity to cultivate a range of positive outcomes in the workplace, humor has been recognized as a valuable tool for leadership purposes. However, the theoretical understanding of leader humor remains relatively limited and the mechanism through which it influences follower outcomes has not been clearly identified. Drawing on signaling theory, we developed and empirically tested a model which delineates the relationship between leader humor and a specific follower behavior – proactive feedback seeking. We collected data from 304 employees and their respective leaders working in a large Canadian retail organization. Results of our analyses indicate that leader humor can impact subordinate feedback-seeking behavior via its influence on subordinates’ affect-based and cognition-based trust in the leader.     

Relationships between emotional intelligence,perceived and actual leadership effectiveness in the military context

Despite the importance of emotional intelligence and leadership effectiveness, few studies have been conducted in real-life contexts and few have distinguished between perceived and actual leadership effectiveness. This repeated-measures study involving 86 officer cadets from the Republic of Singapore Air Force investigated these relationships in a military context. Quantitative data were collected from two self-report questionnaires: the Wong and Law Emotional Intelligence Scale and the Perceived Leadership Effectiveness Scale. These two self-report tools were also administered to the participants’ peers to examine the agreement between self and other assessments of emotional intelligence. A behavior-based leadership assessment rubric completed by the participants’ supervisors was used to determine actual leadership performance. Significant positive relationships were found between emotional intelligence and both perceived and actual leadership effectiveness, as assessed by peers and supervisors, respectively. This study contributes to the understanding of emotional intelligence as a global construct and demonstrates that it is significantly associated with leadership effectiveness in a military training context. The findings have practical implications for using emotional intelligence to enhance leadership effectiveness.     

Emotion regulation and emotional information processing: The moderating effect of emotional awareness

The aim of this study was to examine the moderating role of emotional awareness in the relationship between emotion regulation strategies and emotional information processing. A total of 120 female students regulated emotions while watching an unpleasant film. Before and after emotion induction, participants completed a set of tasks that required matching facial expressions. The results demonstrated that participants who were high in emotional awareness showed a significantly smaller increase in error responses (i.e., incorrect matches) than participants who were low in emotional awareness. However, this effect was observed only in suppression (i.e., inhibition of an emotionally expressive behavior), masking (i.e., emotion experienced with a happy expression) and control (i.e., no regulation) conditions. Among reappraisers, who were instructed to adopt a neutral attitude toward the film, regardless of whether they were high or low in emotional awareness, there was not a significant increase in error responses. This study shows that the potentially damaging impact of negative emotions on the processing of emotional information can be prevented by a high emotional awareness or with the implementation of reappraisal as an emotion regulation strategy.     

The influence of role definition and affect in LMX: A process perspective on the personality – LMX relationship

While leader–member exchange (LMX) theorists have argued that role definition and affective processes play a central role in LMX development, research has yet to examine their relative influence. Likewise, few studies have investigated how the personality of leader and follower play out in these processes. Drawing on a sample of 161 managers and their respective leaders, we develop and offer empirical support for a model in which leader and subordinate agreeableness and core self‐evaluations wield their respective influence through the affective and role definition processes underlying LMX. Implications of these findings for the theory and practice of LMX are discussed.     

Leader–follower risk orientation incongruence,intellectual stimulation,and creativity: A configurational approach

Prior work suggests that follower and leader risk orientation is positively associated with follower creativity. We suggest that this view is oversimplified and propose that follower creativity can be stimulated when leader and follower have diverging risk orientations. We, therefore, apply a configurational approach to creativity, evaluating varying combinations of leader and follower risk orientation on follower creativity. Across two field studies, we demonstrate that (a) follower creativity increases as leaders’ and followers’ risk orientations become more discrepant (i.e., incongruent); (b) follower creativity is higher when leader–follower dyads are congruent at moderate levels of risk orientation compared to congruence at the extremes (i.e., low and high levels); (c) follower‐experienced intellectual stimulation mediates the relationship between leader–follower risk orientation incongruence and congruence and follower creativity; and (d) that leader authority openness moderates the indirect effect of leader–follower risk orientation incongruence on creativity via follower‐experienced intellectual stimulation. Theoretical and practical implications specific to creativity and leader–follower relationships are discussed.     

Implications of Virtual Management for Subordinate Performance Appraisals: A Pair of Simulation Studies

This article shifts the focus of prior research examining virtual work to investigate how supervisors who work virtually use subordinate performance information. Drawing insights from several research streams, in Study 1, we propose that supervisors who work virtually bias performance ratings in the direction of information that is observed directly in the office, rather than that which is received when working virtually. In Study 2, we replicate and extend these results to show that this bias is independent of the level of performance information received. Results also indicate that, for high-performing workers, performance information received virtually is evaluated more extremely than information observed directly. We did not find evidence for this extremity effect when low-performing workers were evaluated.