The impact of leader emotion display frequency on follower performance: Leader surface acting and mean emotion display as boundary conditions |
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| Institution: | 1. Department of Management, The College of Business, Florida State University, 821 Academic Way, P.O. Box 3061110, Tallahassee, FL 32306-1110, USA;2. Department of Management & Organizations, University of Iowa, 108 John Pappajohn Business Building, Iowa City, IA 52242-1994, USA;1. University of Crete, Greece;2. University of Thessaly, Greece;1. Research, Innovation, and Product Development, Center for Creative Leadership, USA;2. Department of Psychology, University of Georgia, USA;3. Emerging Markets and Technology, Design Interactive, Inc., USA;1. Griffith Business School, Griffith University, 170 Kessels Road, Nathan, QLD 4111, Australia;2. The University of Liverpool Management School, Chatham Street, L69 7ZH Liverpool, UK;1. The University of Texas at El Paso, 500 West University Avenue, El Paso, TX 79968, United States;2. Stuart School of Business, Illinois Institute of Technology, 565 W. Adams Street, Suite 407, Chicago, IL 60661, United States;3. Department of Managerial Studies (M/C 243), University of Illinois at Chicago, 601 S. Morgan Street, Chicago, IL 60607-7123, United States;1. Department of Management, School of Business, Hong Kong Baptist University, Kowloon Tong, Kowloon, Hong Kong Special Administrative Region;2. Department of Employment Relations and Human Resources, Griffith Business School, Griffith University, Nathan, Queensland 4111, Australia;3. UQ Business School, The University of Queensland, Brisbane, Queensland 4072, Australia |
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| Abstract: | Theory and evidence suggest leader emotion has an important influence on follower performance. However, we lack a theoretical framework to understand when the frequency of leader emotional displays may or may not explain significant variance in follower performance. To advance knowledge in this emerging line of research, we integrate Emotion As Social Information (EASI) theory with attribution theory to explore boundary conditions of the relationships of the frequencies of positive and negative leader emotional displays with follower performance. Results based on leaders and followers in three organizations show that leader surface acting acted as a boundary condition, neutralizing the effects of the frequencies of positive and negative leader emotional displays toward an individual follower on that follower's performance. In addition, higher frequency of negative emotional displays shown by the leader to all group members acted as a boundary condition, neutralizing the effect of the frequency of negative leader emotional displays toward an individual follower on that follower's performance. This work advances our understanding of the way the frequency of leader emotional displays may influence follower performance, introduces new types of contingency factors to the leader emotion area, and helps extend emotional labor theory to the leadership context. |
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