Positive and negative emotional tone convergence: An empirical examination of associations with leader and follower LMX

Gooty, Janaki; Thomas, Jane Shumski; Yammarino, Francis J.; Kim, Jayoung; Medaugh, Melissa

doi:10.1016/j.leaqua.2019.03.002

Cited by 21 publications

(28 citation statements)

References 62 publications

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“…Hence, we propose that leader behavior infused with positive leader emotions, for example, as a consequence of leader work engagement (Shirom, 2011), leader psychological need satisfaction (Deci and Ryan, 2000), or positive interactions with employees (Gooty et al, 2019), is contagious and influences employee work engagement directly.…”

Section: Direct Pathways From Leader Behavior To Employee Work Engagementioning

confidence: 99%

Leadership and work engagement: Exploring explanatory mechanisms

Decuypere

Schaufeli

2019

German Journal of Human Resource Management: Zeitschrift für Pe

145

121

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Construct proliferation in the leadership field raises questions concerning parsimony and whether we should focus on joint mechanisms of leadership styles, rather than the differences between them. In this theoretical research article, we propose that positive leadership styles translate into similar leader behaviors on the work floor that influence employee work engagement through a number of shared pathways. We take a deductive approach and review several established theories as well as relevant up-to-date empirical work from a bird’s-eye view to generate a general framework. We introduce a model with three processes (one direct process and two indirect processes) and five pathways (practical, motivational, affective, cognitive, and behavioral). With regard to the indirect processes, we propose that work characteristics (material pathway) and psychological need satisfaction (intrapersonal motivational pathway) mediate the relationship between positive leadership styles and engagement. Regarding the direct interpersonal process, we propose that leaders directly influence employee engagement through three pathways: emotional contagion (affective interpersonal pathway), social exchange (cognitive interpersonal pathway), and role modeling (behavioral interpersonal pathway). Our parsimonious research model furthers the integration of different theoretical viewpoints as well as underscores joint mechanisms with regard to the effect of positive leadership styles. Practically speaking, this article also provides insight into which processes leaders can work on to stimulate employee work engagement through progressive policies and work practices.

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Section: Direct Pathways From Leader Behavior To Employee Work Engagementioning

confidence: 99%

Leadership and work engagement: Exploring explanatory mechanisms

Decuypere

Schaufeli

2019

German Journal of Human Resource Management: Zeitschrift für Pe

145

121

View full text Add to dashboard Cite

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“…Scholars have emphasized the likely importance of affect in the leader-follower relationship due to the frequency of interactions between leaders and followers (Tse et al, 2015), many of which occur on a daily basis. Furthermore, convergence in the affective tone of leaders and followers has been recently shown to influence the LMX relationship (Gooty et al, 2019). Given this burgeoning evidence about the important implications of affect for work relationships, the limited integration of daily affect into research on LMX processes (especially the reciprocal exchange process) is particularly problematic (Tse et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Second, we contribute to the LMX literature and EASI literature by examining the impact of leader negative affective states on the reciprocal exchange process. While meta-analytic evidence offers insight into the role of the leader's positive affective state (e.g., Dulebohn et al, 2012), the extant literature on the role of the leader's negative affective state is limited despite speculation that the theoretical mechanisms for negative leader affect are far more complex than the mechanism for positive leader affect (Gooty et al, 2019). This is particularly problematic because the broader relationships literature suggests that negative affective states provide greater information to dyadic partners than positive affective states (Bless & Klaus, 2006;Koch et al, 2013) and individuals are more likely to use negative information than positive information when evaluating one's relationship with others (Dasborough, 2006).…”

Section: Introductionmentioning

confidence: 99%

With a frown or a smile: How leader affective states spark the leader‐follower reciprocal exchange process

Bartels

Nahrgang

Sessions

et al. 2021

Personnel Psychology

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Despite evidence that affect shapes perceptions of workplace relationships, the role of affect in the reciprocal exchange process of leader-member exchange (LMX) theory is often overlooked. We argue that this is likely due to a continued focus on global assessments of LMX quality, rather than examination of the reciprocal, interlocked actions and reactions that take place daily between members of the dyad. A leader's affective state may indeed spark this reciprocal exchange process on a daily level and ultimately shape the state of the leader-follower relationship.In this study, we integrate LMX theory and emotions-associal-information (EASI) theory to examine how the leader's negative and positive affective states uniquely contribute to the reciprocal exchange process. In doing so, we advance understanding of the distinction of state LMX as well as the unique process for leader's negative affective state within the reciprocal exchange process. Using a 15-day experience sampling methodology study of 76 leader-follower dyads, we find that a leader's positive and negative affective states transmit effects along the affective and inferential paths posited in EASI theory to influence follower performance on a daily basis. Interestingly, a leader's positive affective state is stronger along the affective path and a leader's negative

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“…13 Secondly, this investigation has considered negative emotions a mediating mechanism between the LMXD and safety performance which is a unique contribution of the study. And adds essential links into the existing literature by anticipating the future call of Gooty, Thomas et al 14 to develop more theoretical development concerning negative emotions. Thirdly, this study has identified a missing thread related to construction workers' LMX and safety performance.…”

Section: Introductionmentioning

confidence: 99%

Extending the Association Between Leader-Member Exchange Differentiation and Safety Performance: A Moderated Mediation Model

Li¹,

Bao²,

Naseem³

et al. 2021

PRBM

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Purpose: This study examines and analyses the impact of leader-member exchange differentiation (LMXD) on employee safety performance. Methods: A quantitative study was conducted on a sample of 357 Chinese construction industry employees through a structured questionnaire. The research hypothesis was tested by using the structural equation modelling (SEM) technique. Results:The results showed that LMXD could directly and positively affect the negative emotions and indirectly affect the safety performance of employees through the mediating effect of negative emotions and work engagement. Interpersonal trust has a moderating impact on the relationship between LMXD and negative emotions. Conclusion:This study contributes to the literature on organizational behavior. Employee workplace safety is a great challenge in the construction industry. Enterprises should pay attention to the negative impact of LMXD. A fair working environment has significant importance to the employee's safety.

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Positive and negative emotional tone convergence: An empirical examination of associations with leader and follower LMX

Cited by 21 publications

References 62 publications

Leadership and work engagement: Exploring explanatory mechanisms

Leadership and work engagement: Exploring explanatory mechanisms

With a frown or a smile: How leader affective states spark the leader‐follower reciprocal exchange process

Extending the Association Between Leader-Member Exchange Differentiation and Safety Performance: A Moderated Mediation Model

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