Perceptions of leader emotion regulation and LMX as predictors of followers' job satisfaction and organizational citizenship behaviors

Is a happy leader a good leader? A meta-analytic investigation of leader trait affect and leadership

“…Although a relatively large literature on emotional labor now exists, the majority of the research focuses on emotional labor among service employees engaging with customers, which typically reflects shorter-term exchange relationships and may not generalize to the longer-term and more interdependent relationships that are shared by leaders and followers. Thus, future work should seek to examine the impact of leader emotion regulation, emotional labor, and surface acting on follower perceptions and behaviors (see Fisk & Friesen, 2012, for an exception).…”

The impact of leader emotion display frequency on follower performance: Leader surface acting and mean emotion display as boundary conditions

“…Accordingly, we expect leader surface acting to trigger followers to make causal explanations about their leaders' emotional displays. This is because surface acting is a relatively ineffective strategy for expressing desired emotions or suppressing inappropriate emotions (Grandey, 2003;Hülsheger & Schewe, 2011;KammeyerMueller et al, 2013;Wang, Seibert, & Boles, 2011), and subordinates are likely to detect the leader's use of surface acting as an unexpected and negative event when it occurs (Fisk & Friesen, 2012;Gardner et al, 2009;Grandey, 2003;Grandey et al, 2005;Groth, Hennig-Thurau, & Walsh, 2009). …”

“…Several researchers suggest effective leaders may use emotional labor to express emotions that in turn have a facilitating effect on followers' performance (Humphrey, Pollack, & Hawver, 2008). Recent empirical research on leadership and emotional labor has shown that leaders do engage in emotional labor when interacting with subordinates (Brotheridge & Grandey, 2002;Fisk & Friesen, 2012;GlasØ & Einarsen, 2008). Regrettably, we have no theoretical framework for understanding the way the valence of leader emotion (positive or negative) and surface acting interactively affect follower performance.…”

Impact of Transformational Leadership on Job Performance

“…According to social exchange theory, followers are more likely to exchange these benefits with their leaders and organizations (Liden, Sparrowe, & Wayne, 1997) in the form of efficient JP. Empirical studies have revealed that high quality of LMX enhances organizational commitment (Ansari, Lee, & Aafaqi, 2007), job satisfaction (Fisk & Friesen, 2012), organizational citizenship behavior (Asgari, Silong, Ahmad, & Abu-Sama, 2008), creative behavior (Basu & Green, 1997), and employee performance (Erdogan & Enders, 2007). Furthermore, TL is a process whereby ordinary people can bring forth the best in themselves and others too.…”