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Emotions and leadership /
This volume of Research on Emotion in Organizations contributes to the ongoing research on emotions within organizational leadership through a three-level analysis focusing on: leadership and individual team members; leadership and its effects on the team construct; and, leadership in the overall co...
| Clasificación: | Libro Electrónico |
|---|---|
| Otros Autores: | , , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Bingley, UK :
Emerald Publishing Limited,
2019.
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| Edición: | First edition. |
| Colección: | Research on emotion in organizations ;
v. 15. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Front Cover; Emotions and Leadership; Copyright; Dedication; Contents; List of Figures; List of Tables; List of Contributors; About the Editors; Introduction: Emotions in Leadership; The 2018 Emonet Conference; The Chapters; Part I: Leaders and Members; Part II: Leaders and Teams; Part III: Leaders, Organizations, and Culture; References; Part I Leaders and Members; Chapter 1 Power and Emotion Recognition: The Moderating Role of Work Stress; Introduction; Theory and Hypothesis Development; Theoretical Background; Power and ERA: The Moderating Role of Work Stress; Method
- Sample and Data CollectionMeasures; Emotion Recognition Ability; Power; Work Stress; Control Variables; Results; Descriptive Statistics; Hypothesis Testing; Discussion; Theoretical Implications; Limitations and Future Research Directions; Practical Implications; Conclusion; Disclosure of Interest; References; Chapter 2 A Diary Investigation of Daily Emotions, Emotional Display, and Leaders' Authenticity in a Cohort of City Traffic ... ; Introduction; Hypothetical Framework; Emotions and Emotional Labor; Emotional Displays and Leader's Authenticity
- Emotional Labor and Leader's Self-perceived AuthenticityEmotional Labor and Follower's Perceived Authenticity; Method; Context; Design and Procedure; Measures; Positive and Negative Emotions; Emotional Labor; Leaders' Perceived Authenticity and Followers' Perceived Authenticity; Control Variables; Results; Analytical Strategy and Descriptive Statistics; Hypotheses Testing; Hypothesis H1 (a): Association between Negative Emotions and Surface-acting; Hypothesis H1 (b): Association between Negative Emotions and Deep-acting
- Hypothesis H1 (c): Association between Positive Emotions and Genuine-actingHypothesis H2: Surface-acting, Followers' Perceived Authenticity, and Leaders' Perceived Authenticity; Hypothesis H3: Deep-acting, Followers' Perceived Authenticity, and Leaders' Perceived Authenticity; Hypothesis H4: Genuine-acting, Followers' Perceived Authenticity, and Leaders' Perceived Authenticity; Discussion; Managerial Implications; Limitations of the Study; Conflict of Interest; Funding; References; Chapter 3 A Multilevel Study of Leaders' Emotional Labor on Servant Leadership and Job Satisfaction
- Theory and Hypothesis DevelopmentSubordinates' Job Satisfaction; Servant Leadership; Moderating Effect of Leader's Emotional Labor on the Relationship between Servant Leadership and Subordinate's Job Satisfaction; Emotional Labor; Method; Sample and Procedure; Measures; Job Satisfaction; Servant Leadership; Emotional Healing; Creating Value for Community; Conceptual Skills; Empowerment; Helping Subordinates Grow and Succeed; Putting Subordinate First; Behaving Ethically; Emotional Labor; Surface-acting; Deep-acting; Expression of Naturally Felt Emotions; Data Analysis; Results