New perspectives for studying the role of affect in interpersonal work relationships

Abstract

SummaryThe impetus for this special issue, which focuses on the role of affect in interpersonal work relationships, derives from recent concerns scholars have expressed about one model of interpersonal work relationships, namely, the leader–member exchange (LMX) perspective. In particular, scholars have noted that research on the role of affect in LMX is being impeded because of three factors: (1) limited theoretical frameworks, (2) insufficient research integrating both relationship parties, and (3) a scarcity of studies that adopt a multilevel perspective. In this introductory article, we begin by detailing our reasons for undertaking the special issue and discuss why the three factors hamper research on affect, not only in LMX, but in understanding the nature of interpersonal work relationships in general. We next summarize the eight articles comprising this special issue and examine how each tackles the three issues by either considering alternative theoretical frameworks, incorporating all relational parties, and/or by taking a multilevel approach. Finally, we discuss new perspectives and promising directions for future research endeavors on this topic. It is our intention that this special issue should stimulate further research to explore the dynamic role affect plays in shaping interpersonal work relationships at multiple levels of organizational analysis.

Promoting employee flourishing and performance: the roles of perceived leader emotional intelligence, positive team emotional climate, and employee emotional intelligence

“…The positive effects of leader emotional intelligence on followers' outcomes have been mostly explained through the mechanisms of leader behaviors (e.g., Edelman and van Knippenberg, 2018;Roux and Gorgens-Eskermans, 2021) and/or group affective processes (e.g., Majeed and Jamshed, 2021;Zhang and Hao, 2022). However, exactly how leader behaviors and group processes relate to follower behavior at the individual level has been less explored, as such inquiry would need multilevel research designs (Tse et al, 2021;Ashkanasy and Kay, 2023). Despite indications of a positive relationship between leader and follower emotional intelligence, explanations on this relationship are still elusive (e.g., Wong et al, 2010;Chang et al, 2012).…”

Job flourishing : Multilevel determinants and mechanisms

“…Roux & Gorgens-Eskermans, 2021) and/or group affective processes (e.g., Zhang & Hao, 2022;Majeed & Jamshed, 2021). Conversely, there is still limited exploration of the alternative cross-level affective interpersonal mechanisms (Ashkanasy & Kay, 2023;Tse et al, 2021). For instance, even though leader EI and follower EI have a positive relation, it is still unclear how and why such a relationship might occur (e.g., Chang et al, 2012, Wong et al, 2010.…”