Leadership, affect and emotions: A state of the science review

Why and When Leaders’ Affective States Influence Employee Upward Voice

“…Hence, our research also adds to the leadership literature showing that leaders' affect plays a crucial role in influencing employees' attitudes and behaviors (Gooty et al, 2010). This contribution is important because the extant literature has focused primarily on attitudinal outcomes or in-role performance as consequences of leaders' affect.…”

“…Given the risky nature of voice, employees would carefully evaluate the social contexts before speaking up (Ashford et al, 1998;Liu et al, 2015). Therefore, it is particularly meaningful to examine how leaders' affective states influence voice, because voice in essence is a form of social interaction between employees and leaders (Dutton & Ashford, 1993;Morrison & Milliken, 2000) and leaders' affective states provide important social information that influences employee behaviors during leader-member interactions (Gooty et al, 2010;Van Kleef et al, 2009). …”

“…In other words, employees need to be consciously aware of leaders' affective states before they can make sense of them (Cropanzano, Weiss, Hale, & Reb, 2003;Elfenbein, 2007;Lazarus, 1991). In interactions between a leader and an employee, the employee may assess the leader's affect by vocal tone, facial expressions, or gestures (Ambady & Rosenthal, 1992;Gooty et al, 2010). When a leader displays a positive affect, an employee is likely to infer that the leader is happy, excited, or pleased, and such an inference would further influence this employee's subsequent attitudes and behaviors ).…”

“…We expect that during interactions between employees and leaders, leaders' affect may importantly influence employee voice (Gooty, Connelly, Griffith, & Gupta, 2010). Therefore, the first purpose of this research is to examine whether leaders' affect influences voice by taking a within-individual or episodic approach.…”

Uncovering the role of emotional abilities in leadership emergence. A longitudinal analysis of leadership networks

“…Individuals with greater emotional recognition are therefore more likely to fulfill the role of relationship leader. Previous research by Kellet andcolleagues (2002, 2006) revealed a positive relationship between empathy, that is, the ability to understand and communicate others' emotions and feelings, which is closely related to emotional recognition (Gotty et al, 2010), and the emergence of relationship leaders.…”