A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership

Collins, Michael D.; Jackson, Chris J.

doi:10.1016/j.leaqua.2015.02.005

Cited by 89 publications

(86 citation statements)

References 84 publications

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“…Research has indicated that such behavior is related to a number of negative outcomes, including lowered job satisfaction, organizational commitment, organizational performance, and increased emotional exhaustion, turnover intentions, work-family conflict, and psychological distress among employees ( Richman et al, 1992 ; Ashforth, 1997 ; Tepper, 2000 ; Aasland et al, 2010 ; Hershcovis and Rafferty, 2012 ; Schyns and Schilling, 2013 ). Therefore, the negative aspects of leadership are a matter of grave concern for organizations ( Hoobler and Hu, 2013 ) and further investigation is needed ( Schyns and Schilling, 2013 ; Collins and Jackson, 2015 ) into what causes destructive leadership and how its negative aspects affect subordinates’ behavior and relationships at home. The current study addresses this research gap by investigating the harmful effects of despotic leadership on subordinates’ life satisfaction and work-family conflicts.…”

Section: Introductionmentioning

confidence: 99%

Does Despotic Leadership Harm Employee Family Life: Exploring the Effects of Emotional Exhaustion and Anxiety

2018

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Research has not focused on the negative effects of despotic leadership on subordinates’ life satisfaction and the interface between work and family. Drawing on the Conservation of Resources theory, this research investigates the mediating effect of emotional exhaustion through which despotic leadership transcends from the workplace to subordinates’ personal lives, resulting in work-family conflict and decreased life satisfaction. The research also examines the moderating effect of subordinates’ anxiety on the relationship of their perceptions of despotic leadership with work-family conflict and life satisfaction. Three waves of time-lagged data was collected from 224 book sellers who work in publishing houses. We used Hayes’ PROCESS to test moderation and SEM to test mediation. The results of the study suggest that despotic leadership is related to work-family conflict via emotional exhaustion, but offer no support for its relationship with life satisfaction. As expected, when subordinates’ anxiety increases, the positive relationship between a supervisor’s despotism and his or her subordinates’ work-family conflict and the negative relationship between despotic leadership and life satisfaction both strengthen. The results suggest that despotic leaders harm their subordinates’ non-work lives, and these effects intensify when subordinates have high levels of anxiety. These findings have important implications for service organizations in mitigating the negative effects of despotic leadership by minimizing subordinates’ anxiety through coping mechanisms and giving reward and incentives.

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Section: Introductionmentioning

confidence: 99%

Does Despotic Leadership Harm Employee Family Life: Exploring the Effects of Emotional Exhaustion and Anxiety

2018

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“…The complexity of business management makes leaders often work under high pressure and need to respond quickly to tasks when information is scarce (Collins and Jackson, 2015). Different emotions generated under high pressure will affect the efficiency of decision-making.…”

Section: The Role Of Emotional and Ethical Factors On Leadershipmentioning

confidence: 99%

A critical examination of the interaction of crisis leadership & corporate reputation

Fragouli

2020

BMR

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Effective leadership in dealing with a crisis is of critical importance since crisis situations often put companies or organizations at high risks threatening their reputation, stability & survival. Considering that a crisis can present itself in a number of different ways, as well as there are multiple factors that affect individual leadership styles. a leader must be able to distinguish between these ways and adapt the right style and behaviours accordingly. This paper, through a critical literature review methodology, explores 'how' leadership underpins corporate reputation in a crisis situation reviewing also the key factors influencing leadership effectiveness in such stressful situations. The study concludes that the leadership role is important in supporting the corporate reputation in a crisis situation and suggests that practitioners must comprehend different dimensions of crisis that affect leadership styles, allowing for effective management of the situation. Additionally, the study emphasizes that different preparations, precautions, and adaptations must be considered before choosing a leadership style to effectively navigate the organisation through crisis. The study confirms that a good reputation helps corporations to gain the trust of consumers and reduce the losses caused by the crisis, as well as, corporations in crisis should choose appropriate leadership style so that leaders to create a culture that could predict threats and risks.

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“…There are also numerous ways to apply neuroscience to leadership and leadership presence (Dimitriadis & Psychogios, 2016;Fabritius & Hagemann, 2017). With the increased understanding of how to manage behaviors which influence brain functioning, practitioners will better understand how to manage the behavioral practices associated with leadership presence such as gaining and sustaining composure under stressful conditions (Collins & Jackson, 2015;Siegel, 2012).…”

Section: Gaining Interdisciplinary Perspectivesmentioning

confidence: 99%

Leadership Presence at Work: A Practice – Oriented Framework

2019

JMDC

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Leadership or executive presence can be a nebulous concept, making it difficult for leaders to understand and put into practice. When behaviorally defined and operationalized, presence can strengthen a leader's personal brand equity, career competitiveness and organizational impact. After a brief review of some relevant literature, a four-phase practice-oriented framework is offered. This dynamic process helps a leader more fully understand and use leadership presence at work, including managing the relevant components. A leader profile which focuses on a set of eight behavioral practices for managing leadership presence is also provided, and some specific challenges associated with the process are considered.

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A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership

Cited by 89 publications

References 84 publications

Does Despotic Leadership Harm Employee Family Life: Exploring the Effects of Emotional Exhaustion and Anxiety

Does Despotic Leadership Harm Employee Family Life: Exploring the Effects of Emotional Exhaustion and Anxiety

A critical examination of the interaction of crisis leadership & corporate reputation

Leadership Presence at Work: A Practice – Oriented Framework

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