Leader affective presence and innovation in teams.

Abstract

Affective presence is a novel personality construct that describes the tendency of individuals to make their interaction partners feel similarly positive or negative. We adopt this construct, together with the input-process-output model of teamwork, to understand how team leaders influence team interaction and innovation performance. In 2 multisource studies, based on 350 individuals working in 87 teams of 2 public organizations and 734 individuals working in 69 teams of a private organization, we tested and supported hypotheses that team leader positive affective presence was positively related to team information sharing, whereas team leader negative affective presence was negatively related to the same team process. In turn, team information sharing was positively related to team innovation, mediating the effects of leader affective presence on this team output. The results indicate the value of adopting an interpersonal individual differences approach to understanding how affect-related characteristics of leaders influence interaction processes and complex performance in teams. (PsycINFO Database Record

How students emerge as learning leaders in small group online discussions

“…We found that positive emotion expressed in messages helped explain transformational and transactional leadership. This finding is consistent with previous findings about emotion and leadership (Ashkanasy, Humphrey, & Huy, 2017;Avolio, Sosik, Kahai, & Baker, 2014;Connelly & Gooty, 2015;Little, Gooty, & Williams, 2016 Elfenbein, 2010; Madrid, Totterdell, Niven, & Barros, 2016). This is because emotions have a motivational function.…”

Stuck in the Past? The Influence of a Leader’s Past Cultural Experience on Group Culture and Positive and Negative Group Deviance

“…Examples include, "I get chores done right away (conscientiousness; α=.79)," "I have a vivid imagination (openness to experience; α=.86)," "I am the life of the party (extraversion; α=.88)," "I sympathize with others' feelings (agreeableness; α=.86)," and "I seldom feel blue (emotional stability; α=.83)." Lastly, we controlled for group size to address the possibility that it influences group processes (Madrid, Totterdell, Niven, & Barros, 2016).…”

Leader interpersonal emotion regulation and innovation in teams

“…This relies on the structure provided by the inputs-processes-states-outputs (IPSO) model of team effectiveness, generally adopted to understand group-level affect (Collins et al, 2013). According to this framework, inputs are the set of organizational, group, and individual resources available to perform the tasks in the team, such as team member individual differences or strategic actions (Madrid, Totterdell, Niven, & Barros, 2016). Processes and states are the vehicles by which team members use inputs while working, such that processes refer to behavioural dynamics such as coordination and information sharing, while states are psychological functions emerging from team members' interactions, such as cohesion, affective tone, and shared mental models (George, 1996;Mathieu, Maynard, Rapp, & Gilson, 2008;Mohammed, Ferzandi, & Hamilton, 2010;West, 2002).…”