Elaborating the construct of transformational leadership: The role of affect

Investigating occupational well-being and leadership from a person-centred longitudinal approach: congruence of well-being and perceived leadership

“…This finding is in line with the JD-R model's motivational path; resources are linked to work engagement (Schaufeli & Bakker, 2004). Moreover, the congruence of transformational leadership and vigour is also compatible with the results of several studies that have found relations between positive, but not negative, emotions and ratings of transformational (Brown & Keeping, 2005;Kelloway, Weigand, McKee, & Das, 2013) or charismatic leadership (Johnson, 2009). …”

“…This call could be fulfilled, for instance, by diary studies focusing on interactions between leaders and followers. Finally, we concur with calls for more research on affect and emotion in both leader-and follower-centric leadership research (Brown & Keeping, 2005;George, 2000). In our view, this pertains particularly to research on leadership and employee well-being and concerns both substantive relationships between leaders and followers, as well as possible confounding due to affective factors.…”

“…Clore & Martin, 2012) may cause inflated relationships in employee selfreports on leadership (Eatough & Spector, 2013), as is suggested by the results of an experimental study (Johnson, 2009). In addition, affect towards the specific leader, such as liking the leader, has been found to be an important factor in employee ratings of transformational leadership (Brown & Keeping, 2005). Despite the affective implications of well-being, the leader-employee relationship has not gained attention from this perspective.…”

“…Accordingly, we tentatively expected that distinct changes in well-being would likely be associated with concurrent changes in perceived leadership. We expected this to apply especially to transformational leadership, due to the affective nature of transformational leadership ratings (Brown & Keeping, 2005;George, 2000).…”

Does talking the talk help walking the walk? An examination of the effect of vocal attractiveness in leader effectiveness

“…Therefore vocal attractiveness should elicit personal reactions that reflect trust, commitment (willingness to accept influence, compliance, persuasion), and emotional attachment (liking). On the other side of the mediation, there is a long tradition of research in support of the relationship between these personal reactions and perceptions of leader effectiveness (e.g., Brown & Keeping 2005;Yukl 1989). Overall, a follower hears the voice of a leader, makes implicit leader attributions based on the sound of the voice, and reacts both affectively and cognitively toward the leader.…”