How leaders' emotional displays shape followers' organizational citizenship behavior |
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| Affiliation: | 1. Faculty of Business and Communication, Universitat de Vic, Sagrada Família, 7, 08500 Vic, Spain;2. School of Business, The George Washington University, 2201 G Street, NW, Washington, D.C. 20052, 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. Asper School of Business, University of Manitoba, 416 Drake Centre, 181 Freedman Crescent, Winnipeg, MB R3T 5V4, Canada;2. London Business School, S306, London Business School, Regent''s Park London, NW1 4SA, UK;3. University of New South Wales, Room 540, Australian School of Business, High Street, Kensington, Australia;4. School of Management, Xiamen, Fujian Province 361005, PR China |
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| Abstract: | We examined the effects of happy and angry expressions of leaders on followers' organizational citizenship behavior (OCB). OCB involves behaviors that benefit an organization, but fall outside of formal job requirements and reward structures (Bateman & Organ, 1983). We show that leaders' emotional displays play a role in encouraging or discouraging OCB. In contrast to previous evidence that anger displays can increase follower motivation and in-role performance, Study 1 (a scenario study among employees of various companies) revealed a decrease in willingness to perform OCB after a leader expressed anger rather than happiness. In Study 2 (a lab experiment involving university students), participants expended less effort working overtime after being confronted with an angry rather than a happy leader. In both studies, the detrimental effects of anger were stronger when the anger was perceived as inappropriate. We conclude that anger may decrease OCB, especially when the target considers it inappropriate. |
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