Leadership, affect and outcomes: symmetrical and asymmetrical relationships

Abstract

Purpose The purpose of this paper is to examine the extent to which emotional experiences mediate the relationships between employees’ perception of considerate and/or tyrannical leadership behaviors and their work engagement and intention to leave the organization. The notion of symmetric and asymmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes is also examined. Design/methodology/approach Employing a survey design, the variables were assessed in a cross-sectional sample of 312 employees. Findings The study confirmed the notion of symmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes. Contrary to the general notion that “bad is stronger than good,” the results indicated that positive emotions were equal or stronger mediators than the negative ones regarding the two outcomes measured in the present study. Originality/value The paper is, to the authors’ knowledge, the first paper which examines simultaneously how constructive and destructive leadership styles, and positive and negative affects, are related to employee attitudes outcomes, and evokes a discussion when bad is stronger than good or vice versa regarding leadership outcomes.

Constructive Leadership and Employee Innovative Behaviors: A Serial Mediation Model

“…This type of leadership can be referred to as a combination of those decisions and actions, which are pro-organization and pro-subordinate [17]. Constructive behaviors seem to be crucial for the success of leadership [18]; in fact, it has been shown that supervisors who present constructive-oriented leadership traits are capable of supporting and assisting their employees in achieving common shared goals [19]. These leaders care about the welfare of their subordinates and, at the same time, can concentrate on the efficient utilization of sources and goal achievement, in terms of the legitimate interests of the organization [17].…”

The Experience Qualities Approach to Leadership and Employee Well-being

“…The studies on leadership and employee well-being have focused mostly on leader behavior (social support, justice) or (particular) leadership styles that promote employee well-being (Perko 2017). More specifically, the focus has been on emotions, particularly how leaders can contribute to employee well-being by expressing positive emotions or engaging in certain behaviors (e.g., Avolio et al 2004;Glasø et al 2018). Avolio et al (2004) suggested that authentic leaders could elicit positive emotions from employees, which would improve overall well-being in organizations.…”

“…In a Scandinavian study of leadership and emotions, Glasø et al (2018) concluded that leaders who demonstrate care and concern for employees create positive emotions among them. Similarly, according to Zineldin (2017), leaders who employ transformational leadership styles such as inspirational, motivational, and intellectual stimulation produce positive emotions among employees.…”

Inspirational leadership, positive mood, and team innovation: A moderated mediation investigation into the pivotal role of professional salience

“…Therefore, deservedly, mood and emotion have received attention in the leadership literature (e.g., Mitchell et al, ; Sy, Côté, & Saavedra, ). Despite this strong research focus, the impact of leader, rather than follower, mood has tended to dominate extant research, leading to calls for greater attention to the impact of follower mood on the path between leadership and team outcomes (Glasø, Skogstad, Notelaers, & Einarsen, ; van Knippenberg & van Kleef, ). Therefore, an important objective of our study is to propose that inspirational leaders influence team innovation by building heightened positive mood, defined as consistent, heightened positive affective reactions within a team (George, ) and reflected in, for example, increased enthusiasm, energy, determination, and attentiveness (Thompson, ).…”

“…Therefore, deservedly, mood and emotion have received attention in the leadership literature (e.g., Mitchell et al, 2014;Sy, Côté, & Saavedra, 2005). Despite this strong research focus, the impact of leader, rather than follower, mood has tended to dominate extant research, leading to calls for greater attention to the impact of follower mood on the path between leadership and team outcomes (Glasø, Skogstad, Notelaers, & Einarsen, 2017;van Knippenberg & van Kleef, 2016).…”