The Impact of Emotional Leadership on Subordinates' Job Performance: Mediation of Positive Emotions and Moderation of Susceptibility to Positive Emotions

Abstract

Employees' emotions have an important effect on their job performance, thus leaders can influence subordinates' emotions through emotional contagion and emotional appeal and ultimately affect their job performance. Based on the affective events theory, this study examines the impact of emotional leadership on the subordinates' job performance, the mediating role of subordinates' positive emotions, and the moderating role of susceptibility to positive emotion. Hierarchical regression analysis of 362 valid questionnaires showed that: (1) emotional leadership has a significant positive effect on subordinates' job performance; (2) subordinates' positive emotion partially mediated the relationship between emotional leadership and subordinates' job performance; (3) subordinates' susceptibility to positive emotion positively moderated the relationship between emotional leadership and positive emotions, i.e., the higher the subordinates' susceptibility to positive emotion, the greater the effect of emotional leadership on their positive emotions. This study validates affective events theory, deepens the understanding of the influence mechanism and boundary conditions of emotional leadership on subordinates' job performance, and provides some references for employee performance management.

Organizational support and task performance: a multiple mediation model

“…Organizational support can meet the basic needs of the employee, facilitating satisfaction with job ( Deci and Ryan, 1985 ). The satisfied individuals incline to reward the organization with more favorable behaviors ( Homans, 1958 ; Eisenberger et al, 1986 ), to solve problems creatively, and to fulfill work responsibilities actively, thus leading to better performance ( Fredrickson and Branigan, 2001 ; Zelenski et al, 2008 ; Wan et al, 2022 ). Similarly, for the mediating role of organizational commitment, empirical result from this study verified Hypothesis 3, which was proposed derived from social exchange theory ( Homans, 1958 ) and goal setting theory ( Locke, 1968 ).…”

“…Job satisfaction is one of the reflections on happiness ( Cropanzano and Wright, 2001 ). The happy individuals also incline to solve problems creatively and fulfill work responsibilities actively, thus leading to better performance in their work ( Fredrickson and Branigan, 2001 ; Zelenski et al, 2008 ; Wan et al, 2022 ). Several meta-analysis studies confirm that job satisfaction is positively related to task performance ( Petty et al, 1984 ; Riketta, 2008 ; Whitman et al, 2010 ).…”

The development and validation of multidimensional workplace compassion scale: Linking its conceptualization and measurement

“…There is a need to make workplaces more compassionate in the current times when we are faced with many unimaginable global challenges ( Benevene et al, 2022 ). Current research shows how focusing on compassion in the workplace can enhance job resources ( Buonomo et al, 2021 ), happiness at work and personal lives ( Yao et al, 2021 ), and increase job outcomes ( Wan et al, 2022 ). A valid and reliable measure can open a plethora of research possibilities to further explore benefits of compassion in the workplace and its impact on individuals’ lives.…”

The impact of emotional leadership on Chinese subordinates’ work engagement: role of intrinsic motivation and traditionality

“…Emotional leadership was measured using Jin’s revised Emotional Competence Scale [ 22 ], which was commonly used in measurement work and has shown good reliability in previous studies [ 39 ]. It contains seven questions, such as, “My team leader is able to identify subordinates’ strengths and limitations”.…”