Please use this identifier to cite or link to this item:
|Title:||Emotionality and leadership: Taking stock of the past decade of research||Authors:||Rajah, R.
|Issue Date:||2011||Citation:||Rajah, R., Song, Z., Arvey, R.D. (2011). Emotionality and leadership: Taking stock of the past decade of research. Leadership Quarterly 22 (6) : 1107-1119. ScholarBank@NUS Repository. https://doi.org/10.1016/j.leaqua.2011.09.006||Abstract:||As scholars continue in their quest to find factors that are related to leadership style, leadership behavior, and leadership effectiveness, we observe a revival in interest with regards to emotionality. As recent research suggests the rising importance of emotional reasoning over intelligence in leadership, the complex phenomena surrounding emotions in the workplace spur studies with contradictory, albeit important, results. The purpose of this review is to unify and integrate research conducted in the past decade that links emotionality with leadership style, behavior, and effectiveness. In conducting this review, we observed four running themes: emotional competencies of leaders (e.g. emotional expressiveness and emotional intelligence), stress in leadership, contagion of positive and negative affect, and the effects of leaders' emotions on outcomes like burnout and performance. On top of taking stock of studies that theoretically and empirically test these relationships, we also summarize literature on potential mechanisms that link emotionality with leadership and highlight directions for future research. © 2011 Elsevier Inc.||Source Title:||Leadership Quarterly||URI:||http://scholarbank.nus.edu.sg/handle/10635/44555||ISSN:||10489843||DOI:||10.1016/j.leaqua.2011.09.006|
|Appears in Collections:||Staff Publications|
Show full item record
Files in This Item:
There are no files associated with this item.
checked on Aug 14, 2019
WEB OF SCIENCETM
checked on Aug 7, 2019
checked on Aug 10, 2019
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.