Leading with emotion: An overview of the special issue on leadership and emotions |
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| Affiliation: | 1. Department of Psychology, University of Oklahoma, 455 West Lindsey St., Norman, OK 73019, USA;2. Department of Management, Belk College of Business, University of North Carolina, Charlotte, USA;1. Silberman College of Business, Fairleigh Dickinson University, Madison, NJ 07940, United States;2. Durham University Business School, Mill Hill Lane, Durham DH1 3LB, UK;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. Leadership and Group Dynamics Group, Department of Psychology, University of California, Riverside, 900 University Ave., Riverside, CA 92521, United States;2. Kravis Leadership Institute, Department of Psychology, Claremont McKenna College, 850 Columbia Ave., Claremont, CA 91711, United States;1. School of Management, RMIT University, Melbourne, VIC 3001, Australia;2. Research School of Management, The Australian National University, Canberra, ACT 2601, Australia;3. Department of Management, Monash University, Melbourne, VIC 3145, Australia;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;1. Department of Radiography, School of Health and Psychological Sciences, University of London, London, UK;2. Department of Radiography, Haute École de Santé Vaud (HESAV), Lausanne, Switzerland |
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| Abstract: | This introduction to the special issue on leadership and emotions provides an overview of the topic and articles included in this issue. We discuss the motivation behind this collection of theoretical and empirical articles, how they contribute to the goals of the issue and where we see this domain of leadership research heading in the future. One goal of this issue was to expand the focus of research beyond moods and generalized affect to discrete emotions and mechanisms through which emotions exert influence such as emotional contagion, empathy, and emotional authenticity. Relative to positive and negative affectivity, discrete emotions, mediators, and moderators of leader emotions have been studied far less. A second goal was to highlight the importance and role of emotion regulation strategies, mechanisms, and effects in the dynamic exchanges between leaders and followers. Finally, we wanted to increase the representation of multi-level perspectives and studies with regard to leadership and emotions. The compiled studies achieve these goals drawing on a variety of theoretical perspectives (e.g., Emotions as Social Information (EASI), Affective Events, Transformational leadership) as well as range of methods (qualitative, quantitative and mixed-methods) and settings (lab and field). Taken together, the findings from this special issue illuminate some interesting relationships and we hope will inform future research on leadership and emotions in a significant way. |
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