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dc.contributor.authorT. Dasborough, Marie
dc.contributor.authorM. Ashkanasy, Neal
dc.contributor.authorY.J. Tee, Eugene
dc.contributor.authorTse, Herman
dc.date.accessioned2017-05-03T13:48:49Z
dc.date.available2017-05-03T13:48:49Z
dc.date.issued2009
dc.date.modified2010-06-15T05:31:06Z
dc.identifier.issn10489843
dc.identifier.doi10.1016/j.leaqua.2009.04.009
dc.identifier.urihttp://hdl.handle.net/10072/30734
dc.description.abstractWe present a follower-centric model of leadership that integrates multiple levels of analysis, and includes emotional contagion as a key meso-level process. In our model, leadership at the individual level is manifested in terms of the leader's favoritism toward members and affective displays. Drawing upon affective events theory, we argue that member perceptions of a leader's behaviors and member attributions of insincerity result in negative emotions. Through a process of emotional contagion, the negative emotions then spread to other individuals in the group. These are in turn reflected in the group's affective climate and trust climate, and also in the quality of leader-member and team-member relationships. In the end, this results in organizational-level disapproval of the leader and cynicism towards the leader. Included as moderators in the model are task interdependence, the temporal context, reward systems, emotional labor requirements, organizational culture, and power distance. We conclude with a discussion of boundary conditions, and implications of our model for research, theory, and practice.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent184643 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoeng
dc.publisherElsevier
dc.publisher.placeUnited Kingdom
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom571
dc.relation.ispartofpageto585
dc.relation.ispartofissue4
dc.relation.ispartofjournalThe Leadership Quarterly
dc.relation.ispartofvolume20
dc.rights.retentionY
dc.subject.fieldofresearchBusiness and Management not elsewhere classified
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchPsychology
dc.subject.fieldofresearchcode150399
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1701
dc.titleWhat goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.rights.copyright© 2009 Elsevier. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
gro.date.issued2009
gro.hasfulltextFull Text
gro.griffith.authorTse, Herman HM.


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