Index
ISBN: 978-1-83867-202-7, eISBN: 978-1-83867-201-0
ISSN: 1746-9791
Publication date: 26 August 2019
This content is currently only available as a PDF
Citation
(2019), "Index", Emotions and Leadership (Research on Emotion in Organizations, Vol. 15), Emerald Publishing Limited, Leeds, pp. 249-256. https://doi.org/10.1108/S1746-979120190000015019
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Acts of necessary evils
, 72–73
Air cover
, 239
Angel investors’ emotions
, 180–181
opportunity evaluation
, 180–181
in socially situated opportunity evaluations
, 181–182
Attributions of intentions
, 73
Attribution theory
, 72
Babylonians
, 90
Big Five personality
, 91
Charismatic leadership
, 72
Compensatory efforts
, 212
Conservation of Resources (COR) theory
, 94
Coping mechanism
, 214
Corporate learning and development
, 226
Culture of honor
, 213
Daily dairy methodology
, 92
Developmental experiences of executive leaders, study of
data analysis
, 233–234
data collection
, 232–233
discussions
awareness of others and self
, 240–241
environmental esthetic
, 239–240
life-long learners
, 238–239
findings
comparison of outstanding competencies
, 234–235, 236, 237–238
continuous learning
, 235–236
environmental esthetic
, 236–237
high integrity
, 237
implications for future research
, 241–242
implications for practice
, 242–243
limitations of study
, 243
methodology
, 230–231
sample population
, 231–232
Dignity
, 212–213
Downward affiliative emotions
, 215
Downward evaluation
, 215
Downward evaluative emotions
, 215
East Asians
approach-avoidance motivation
, 214
dialectical reasoning about self
, 214
incremental vs entity theories of abilities
, 215
independent and interdependent views of self
, 214
internal vs external frame of reference
, 214
self-enhancement
, 214–215
Emotional intelligence
, 70
adults vs adolescents
, 84
defined
, 70–72
implications of
, 70
for successful social interactions
, 84
Emotional intelligence as moderator, study of
, 73–74
findings
, 82–84
hierarchical regression analyses
, 77
hypothesis development
, 74
emotional responses to attributions of charismatic behavior
, 74
measures
attributions of manipulative intent
, 77
attributions of personal charisma
, 76–77
emotional reactions
, 77
method
laboratory experiment
, 75–76
measurements
, 75
MSCEIT analysis
, 75
participants
, 75
procedure
, 76
research design
, 75
stimulus materials
, 76
results
attributions of charismatic leader behavior and emotional responses
, 80, 81–82, 83
attributions of leader intentionality and emotional responses
, 79
descriptive statistics
, 78
hypothesis testing
, 79–82
regression analysis
, 81–82
Emotional intelligence awareness of self
, 240
Emotional labor
, 22–23
role of leadership
, 23
Emotional wellbeing, study of
Asian American vs European Americans
, 212
construct definitions
dignity
, 212–213
downward evaluation
, 215
emotional well-being
, 215–216
face
, 212–213
honor
, 212–213
psychological well-being
, 215–216
self-uncertainty
, 211–212
social comparison
, 213–215
upward affiliation
, 215
differential effects of honor, dignity, and face cultures
, 211
implications for practice
, 219
implications for research
, 219
implications for theory
, 218–219
limitations and boundary conditions
, 219
model development and propositions
, 216–217
Person x Situation framework
, 211
result and discussion
, 217–219
honor culture and levels of well-being
, 217–218
social comparison in different cultures
, 218
situational variables influencing
, 210–211
Westerners vs East Asians
, 216
Emotion in angel investment decisions, study of
, 182
discussion of investment opportunity evaluation
action-oriented emotions
, 196–197
distribution of emotions
, 198–199
embodied emotions
, 197
interplay between emotion and cognition
, 196
role of emotion in social validation
, 199
socially-situated cognition theory
, 197–198, 199
implications for research
, 200–201
investment opportunity evaluation process
, 181–182
limitations of study
, 201–202
methods
, 184–189
phenomenological data analysis
, 185–189
sample selection and data collection
, 184–185, 186
results
, 189–195
acceptance decision
, 194
emotional arousal
, 192–195
emotions (excitement, fear-of-missing out, passion, and trust), role of
, 192–193
gut feeling, role of
, 192–193
individual-level investment decisions
, 194
rational multiple criteria
, 192
rejection decision
, 195
social validation
, 193–194
subjective interpretation of opportunity evaluation process
, 190–192
Emotion recognition accuracy (ERA)
, 4
associated with leadership processes and outcomes
, 4
Empathy
, 160–161
as a distal leadership trait
, 168–169
empathic individuals
, 161
influence and
, 163, 170
leadership and
, 162
training in
, 169–170
Empathy–leadership relationship, study of
discussion and conclusions
, 168–170
hypothesis development
influence as outcome of leadership
, 163
positive relations
, 162–163
relationship between empathy and influence
, 163
relationship of cognitive ability and task leadership
, 163
measures
, 166–167
cognitive ability
, 166
interactive dimension of empathy
, 166
statistics
, 167
task leadership and relations leadership scale
, 167
procedure
, 164–166
assessment of tasks
, 165–166
Introductory Task Questionnaire
, 165
set-up and preliminary questionnaire
, 164–165
Wonderlic Personnel Test
, 164
results
, 167–168
mediation effects
, 168
regression analysis
, 169
structural equation modeling
, 168
setting and participants
, 163–164
Employee engagement
, 91
extroversion, conscientiousness, and neuroticism
, 95–96
Enduring engagement
, 91
Entrepreneurial finance
, 182–183
Environmental esthetic
, 236–237, 239–240
Executive development
, 242
Face
, 212–213
Group-based emotions
, 114–115
High activation positive affect (HAP)
, 216
Higher-power persons
, 5
ERA and
, 16
patterns of social thought and action
, 6–7
stress-induced cognitive tendencies
, 7–8
Honor
, 212–213
Honor cultures
, 210, 213, 216–217
Individual work engagement
, 135
In-group collectivism
, 213
In-group identification–intergroup schadenfreude, study of relationship between
design
, 121
discussion
, 125–129
hypothesis development
, 120
limitations of study
, 127–128
materials
aggressive behavior towards out-group member
, 122
Domain Interest Scale measure
, 122–123
group identification
, 122
schadenfreude measure
, 122
participants
, 122
pilot study
, 121
practical implications
, 129
procedure
, 123
results
relationship between in-group identification and intergroup schadenfreude
, 123–124
relationship between in-group identification and tendency to aggress against out-group
, 124–125
theoretical implications
, 128–129
Intentional Change Theory (ICT)
, 229, 239
Intergroup emotion
, 114–115
Intergroup Emotions Theory (IET)
, 114–115
Intrinsic motivation
, 136–137
Investment opportunity evaluation
, 183–184
Job satisfaction, study of impact of leaders’ emotional display
discussion
, 62–63
implications for research and practice
, 62–63
negative outcomes of leaders’ surface-acting
, 62
positive outcomes of leaders’ deep-acting
, 62
hypothesis development
, 51–54
effect of leader’s emotional labor
, 54–56
leadership style, role of
, 51–52
negative outcomes of leaders’ surface-acting
, 55
positive outcomes of leaders’ deep-acting
, 55–56
subordinates’ job satisfaction
, 51–52
subordinates’ perceived leaders’ creating value for community
, 53, 56
limitations of study
, 63
method
conceptual skills measurement
, 57–58
creating value for community measurement
, 57
data analysis
, 59
deep-acting measurement
, 58
emotional healing measurement
, 57
empowerment measurement
, 58
ethical behavior measurement
, 58
job satisfaction measurement
, 57
leaders’ emotional labor measurement
, 58
measurement of helping attitude of leaders
, 58
natural expression measurement
, 59
putting subordinate first measurement
, 58
sample and procedure
, 56–57
servant leadership measurement
, 57
surface-acting measurement
, 58
organizational effectiveness
, 48–49
results
association between leaders’ creating value for community and job satisfaction
, 61, 62
correlation matrix
, 59
descriptive statistics
, 60
hierarchical linear modeling on job satisfaction
, 59–62
servant leadership
, 48–49, 52–54
Leader development
, 227–228
Leader-Member Exchange (LMX) theory
, 228
Leaders
, 227
difference between managers and
, 227
Leadership
, 227
difference between management and
, 227
empathy and
, 162
influence and
, 163
intelligence and
, 163
Leadership authenticity–emotional labor relation, study of
, 23–24
hypothetical framework
, 23–27
limitations of study
, 42
managerial implications
, 41–42
measures
control variables
, 31
emotional labor
, 30
followers’ perceived authenticity
, 31
leaders’ perceived authenticity
, 31
positive and negative emotions
, 30
method
, 28–31
design and procedure
, 29–30
diary study method
, 29
reliability estimates
, 30
respondents
, 29–30
results
association between deep-acting and followers’ perceived authenticity
, 38
association between genuine-acting and followers’ perceived authenticity
, 38
association between negative emotions and deep-acting
, 32, 40–41
association between positive emotions and genuine-acting
, 32–37
association between surface-acting and followers’ perceived authenticity
, 37
association between surface-acting and leaders’ self-perceived authenticity
, 42
descriptive statistics
, 31, 33, 34, 35, 36
emotion regulation strategy, effects of
, 43
hypotheses testing
, 31–38
see also traffic police officials
Leadership development
, 226–227
authentic
, 228–229
distinction between leader development and
, 227–228
initiatives
, 228
quantitative and qualitative studies on
, 229–230
research review
, 228–230
Leadership-related variables
, 161–162
Leadership research and theory
, 228
Life-long learners
, 238–239
Lower-power persons
, 5
cognitive and behavioral flexibility of
, 7
stress-induced cognitive tendencies
, 7–8
recognizing and deciphering social information
, 8
“Manufactured” display of emotions
, 22–23
Model of Leader Attributes and Leader Performance
, 160
Negative group affective tone (NGAT)
, 152–153
Organizational citizenship behaviors (OCB)
, 228–229
Outstanding C-suite leaders
, 242–243
Peer perceptions
, 161
Positive Emotional Attractor (PEA)
, 240
Positive group affective tone (PGAT)
, 134–135
beneficial effect of
, 135
creativity linkage
, 135
team-level and individual-level effects of
, 135
Positive group affective tone (PGAT)–team/individual creativity, study of relationship
, 135–136
directions for future research
, 152–153
hypothesis development
enhancing effect on individual creativity
, 138–139
mediating role of individual work engagement
, 136–137, 146–148
mediating role of team information exchange
, 137–138, 148–149
role of supervisory encouragement
, 138–140
substituting effect of supervisor support
, 139–140
limitations of study
, 152–153
difficulty of making causal inferences
, 152
issues of common method variance (CMV)
, 152
measures
individual creativity
, 142
positive group affective tone
, 141
supervisory support
, 143
team information exchange
, 143
team’s creativity
, 142
work engagement
, 141–142
method
control variables
, 143
data aggregation
, 144
data analysis
, 144–145
sample
, 140–141
validity of measures
, 143–144
practical implications
, 151–152
results
Hierarchical Linear Modeling analysis
, 146, 147
hypothesis testing
, 146–149
statistics
, 145–146
theoretical implications
, 150–153
Power
association with emotion recognition
, 4–5
defined
, 4
Power–ERA linkage, study of
, 4–6
with emotional intelligence
, 16
individuals’ stress experiences
, 7–8
under lower-stress conditions
, 7–8
limitations and future research directions
, 14–16
methodology
control variables
, 10
individuals’ ERA measures
, 9–10
measures
, 9–10
power measures
, 10
sample and data collection
, 9
stress experiences at work, measurement of
, 10
negative association
, 16
practical implications
, 16
results
descriptive statistics
, 11, 12
hierarchical regression analysis
, 13
hypothesis testing
, 11
sociocognitive consequences
, 15
theoretical background
, 6–7
theoretical implications
, 11–14
‘Professional’ vs ‘community-oriented’ policing dichotomy
, 29
Psychological well-being
, 215–216
Relationship-oriented leadership
, 92–93
Relations-oriented leaders
, 161–162
Schadenfreude
, 114–115
in-group identification and intergroup
, 116–118
and aggression towards out-group members
, 118–119
intergroup
, 129
in zero-sum environments
, 129
see also in-group identification–intergroup schadenfreude, study of relationship between
Self-criticisism
, 217
Self-defensive strategies
, 211–212
Self-enhancement
, 214–215, 217
Self-uncertainty
, 211–212
emotional wellbeing and
, 217
Servant leader, defined
, 53
Social comparison
, 213–215
Social intelligence awareness of others
, 240
Societal collectivism
, 213
State work engagement
, 91
day-to-day fluctuations in
, 93
Surface-acting emotional display
, 37, 42
Talent strategies
, 226
Task-oriented leaders
, 161–162
Team information exchange
, 135
Traffic police officials
developing leadership skills
, 29
effect of emotional labor experienced by
, 29
emotional vulnerability of
, 42
see also leadership authenticity–emotional labor relation, study of
Trait-based leadership studies
, 160
Transformational leadership
, 92–93
United States presidential elections, 2016
, 114
Upward affiliation
, 215
Upward affiliative emotions
, 215
“Upward drive” concept
, 214
Upward evaluative emotions
, 215
Vigor
, 136–137
Western, educated, industrialized, rich, and democratic (WEIRD) societies
, 218–219
Work engagement
, 92–93
core components
, 92–93
daily diary studies
, 93
personality and
, 95–97
predictor of
, 92–93
weekday patterns
, 93–94
Work engagement, study of predictable pattern in
diary survey measures
, 98
discussion
, 102–106
patterns of absorption and engagement
, 103
relation between neuroticism and pattern of engagement
, 102–103, 104, 106
hypothesis development
, 94, 96, 97
methods
participants and procedure
, 97
practical implications
, 105–106
pre-diary measures
Big Five personality traits
, 98
control variables
, 98
results
daily diary reports
, 99
descriptive statistics and inter-correlations
, 99
multilevel models predicting changes in work engagement
, 99, 100, 101
personality traits as predictors in work engagement
, 99–102
strengths and limitations of study
, 104–105
Workplace resources
, 92–93
- Prelims
- Part I Leaders and Members
- Chapter 1 Power and Emotion Recognition: The Moderating Role of Work Stress
- Chapter 2 A Diary Investigation of Daily Emotions, Emotional Display, and Leaders’ Authenticity in a Cohort of City Traffic Police
- Chapter 3 A Multilevel Study of Leaders’ Emotional Labor on Servant Leadership and Job Satisfaction
- Chapter 4 Emotional Intelligence as a Moderator of Emotional Responses to Leadership
- Chapter 5 Entrained Engagement? Investigating If Work Engagement Follows a Predictable Pattern across the Work Week and the Role of Personality in Shaping Its Pattern
- Part II Leaders and Teams
- Chapter 6 Identifying with the In-group Increases Aggressive Tendencies against the Out-group: The Mediating Role of Schadenfreude
- Chapter 7 Is Support Always Good? Exploring whether Supervisory Support Enhances or Attenuates the Beneficial Effect of Positive Group Affective Tone on Team and Individual Creativity
- Chapter 8 The Importance of Empathy as a Distal Leadership Attribute in the Emergence of Leaders in Small Groups
- Part III Leaders, Organizations, and Culture
- Chapter 9 The Role of Angel Investors’ Emotions in Socially Situated Investment Opportunity Evaluations
- Chapter 10 Self-uncertainty and Emotional Well-being across Cultures: The Mediating Roles of Social Comparison
- Chapter 11 Developmental Factors Influencing Effective Leaders: A Life Story View of Executive Leadership Development
- Appendix
- Index