The role of organizational leaders in employee emotion management: A theoretical model

Kaplan, Seth A.; Cortina, José M.; Ruark, Gregory A.; LaPort, Kate; Nicolaides, Vias

doi:10.1016/j.leaqua.2013.11.015

Cited by 112 publications

(122 citation statements)

References 103 publications

Supporting

Mentioning

105

Contrasting

Unclassified

Order By: Relevance

“…McColl-Kennedy & Anderson, 2002;Ozcelik, Langton, & Aldrich, 2008). A number of studies found that managing subordinates' emotions constitutes an important component of effective leadership (Ayoko & Konrad, 2012;Kaplan et al, 2014;Thiel et al, 2012).…”

Section: Emotion Management Through Leadersmentioning

confidence: 99%

Leading across language barriers: Managing language-induced emotions in multinational teams

Tenzer

Pudelko

2015

The Leadership Quarterly

View full text Add to dashboard Cite

Section: Emotion Management Through Leadersmentioning

confidence: 99%

Leading across language barriers: Managing language-induced emotions in multinational teams

Tenzer

Pudelko

2015

The Leadership Quarterly

View full text Add to dashboard Cite

“…In addition, to increase a positive emotional climate in organizations, management must have a continuous communication with employees. These is a crucial point during times of organizations' change to reduce negative emotions as fear and anger in employees and to maintain a stable employees' well-being (De Simone, 2013a, 2013bKaplan et al, 2014).…”

Section: Specific Factors Affecting Employee Well-being In the Healthmentioning

confidence: 99%

Enhancing Employees’ Performance through Organizational Care Policies in the Health Care Context

Tomo¹,

Todisco²

2018

PAR

View full text Add to dashboard Cite

Literature is increasingly recognizing that organizations must combine themes of care and concern with more established economic objectives. This conceptual study will expand on this literature by considering how expressions of organizational care toward employees, by improving their well-being, may influence their motivation, work involvement and, in turn, improve performance. In more detail, by extending the conceptual framework developed by Bonner & Sprinkle (2001), it is argued that managers should take into account the impact, not only of monetary and non-monetary incentives, but even of other caring policies, on employee motivation and performance outcomes. On this ground, this study develops a theoretical model on how organizational care may help employees in expressing their work potential and enhancing their performance. The model is developed within the health care context since its particular setting that strongly affects employees' well-being.

show abstract

“…It also means you need to be perceptive of the emotions of your followers. If you really understand how they feel, you will be able to assist them in both positive emotion generation and negative emotion handling (Kaplan et al, 2014). Furthermore, leaders' everyday interactions with followers dictate followers' emotions and a CEO explains this as follows:…”

Section: Building Block 2: Share Emotions and Understand The Role Of mentioning

confidence: 99%

Human Resource Management, Innovation and Performance

Shipton

Budhwar²,

Sparrow

et al. 2016

View full text Add to dashboard Cite

The role of organizational leaders in employee emotion management: A theoretical model

Cited by 112 publications

References 103 publications

Leading across language barriers: Managing language-induced emotions in multinational teams

Leading across language barriers: Managing language-induced emotions in multinational teams

Enhancing Employees’ Performance through Organizational Care Policies in the Health Care Context

Human Resource Management, Innovation and Performance

Contact Info

Product

Resources

About