Impact of leadership style and emotions on subordinate performance

McColl‐Kennedy, Janet R.; Anderson, Ronald D.

doi:10.1016/s1048-9843(02)00143-1

Cited by 442 publications

(304 citation statements)

References 31 publications

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“…By showing individualized consideration as well as providing inspirational motivation, transformational leaders may increase their followers' emotional response and attachment to the leader and the team (Avolio, Kahai, Dum Dum, & Sivasubramaniam, 2001). In line with this argument, McColl-Kennedy and Anderson (2002) reported that transformational leaders positively influenced their followers' level of optimism and lowered their frustration.…”

Section: Leadership and Affectmentioning

confidence: 59%

“…Second, some authors have called for a more careful scrutiny of the affective and cognitive processes involved in the relation between leadership and effectiveness (Jung & Avolio, 2000). This study extends empirical investigations of the relation between leadership and emotions (e.g., McColl-Kennedy & Anderson, 2002) by examining emotions within a team context using a well-established typology. Finally, this study contributes to the extant literature suggesting that leaders can influence shared cognitions in teams (e.g., Zaccaro, Rittman, & Marks, 2001) by empirically extending this relation to specific styles of leadership and examining these relations in a military field study with intact teams.…”

mentioning

confidence: 77%

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Leading Military Teams to Think and Feel: Exploring the Relations Between Leadership, Soldiers' Cognitive and Affective Processes, and Team Effectiveness

Boies

Howell

2009

Military Psychology

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Section: Leadership and Affectmentioning

confidence: 59%

mentioning

confidence: 77%

Leading Military Teams to Think and Feel: Exploring the Relations Between Leadership, Soldiers' Cognitive and Affective Processes, and Team Effectiveness

Boies

Howell

2009

Military Psychology

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“…The transformational leadership was rated by the members of the construction project-based organizations with a five-item scale developed by Bass et al [65] and McColl-Kennedy et al [66], combining with the Chinese context. The Cronbach's alpha was 0.913.…”

Section: Transformational Leadershipmentioning

confidence: 99%

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

2017

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Abstract:With the increasing importance of leadership in project-based organizations, innovation is essential for the sustainable development of construction projects. Since few studies have explored the relationship between leadership and innovation in construction projects, this study fills this research gap and makes a significant theoretical contribution to the existing body of literature. Based on a knowledge-rated and resource-based view, this study aims to investigate various effects of different types of leadership on innovation performance in a construction project-based organization. Therefore, a theoretical model was constructed to explore the mediation mechanism and boundary condition of different types of leadership to improve innovation. The theoretical model was validated with empirical data covering project managers and engineers from the project-based organization in China via regression analysis and path analysis. The results show that transformational leadership and transactional leadership have some positively significant effects on knowledge sharing and innovation performance. Meanwhile, knowledge sharing partially mediates the relationship between transformational leadership and/or transactional leadership and innovation performance. Additionally, by considering different levels of social capital, transformational leadership is likely to have a strong positive impact on innovation performance through knowledge sharing. Our findings ensure a better understanding of the role of leadership, knowledge management, and social capital in the innovation process of construction projects. Therefore, project managers should promote a higher stimulation of a leadership behavior, encouraging knowledge management, and establishing the social capital, thus improving the innovation performance in the project-based organizations in construction projects.

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“…employees) toward the accomplishment of organizational performance, Evidently, much is known on how leadership style influences employees' behavior specifically on the job and organizational performance (e.g. Bass, 1990;McColl-Kennedy & Anderson, 2002). In relation to the corporate branding studies, however, little is known on how leadership style influences employees' brand behaviors.…”

Section: The Concept Of Brand Leadershipmentioning

confidence: 99%

The Effect of Brand Leadership Styles on Employees’ Brand Citizenship Behavior

Shaari¹,

Salleh²,

Hussin³

2015

ASS

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Internal branding relatively new constructs in marketing literature. It is assumes adequate internal branding practices could enhance overall brand performance through employees' brand consistent behavior. This study conceptualized employees' brand consistent behavior as brand citizenship behavior. The main objective of this study is to examine the relationship between transactional and transformational brand leadership and brand citizenship behavior. Self-administered questionnaires were distributed to 286 respondents from 3-5 star rating hotels from northern states of Malaysia namely; Perlis, Kedah and Penang. The findings revealed that transactional and transformational brand leadership have a significant positive relationship on brand citizenship behavior. However, transformational brand leadership is more dominant in explaining brand citizenship behavior. Future research should focus on other internal branding practices as well as a new context mainly to enhance the superiority of the concept.

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Impact of leadership style and emotions on subordinate performance

Cited by 442 publications

References 31 publications

Leading Military Teams to Think and Feel: Exploring the Relations Between Leadership, Soldiers' Cognitive and Affective Processes, and Team Effectiveness

Leading Military Teams to Think and Feel: Exploring the Relations Between Leadership, Soldiers' Cognitive and Affective Processes, and Team Effectiveness

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

The Effect of Brand Leadership Styles on Employees’ Brand Citizenship Behavior

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