Emotions and leadership / edited by Neal M. Ashkanasy, Wilfred J. Zerbe, Charmine E. J. Härtel

Bib ID:
8079256
Format:
Book
Online Access:
http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=2094344
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Edition:
First edition.
Description:
  • Bingley, UK : Emerald Publishing Limited, 2019
  • ©2019
  • 1 online resource ( xxv, 256 pages.) :
ISBN:
  • 9781838672010 (electronic book)
  • 183867201X (electronic book)
  • 9781838672034 (electronic book)
  • 1838672036 (electronic book)
Invalid ISBN:
9781838672027 (hardcover)
Series:
Research on emotion in organizations ; v.15.
Full contents:
  • Front Cover; Emotions and Leadership; Copyright; Dedication; Contents; List of Figures; List of Tables; List of Contributors; About the Editors; Introduction: Emotions in Leadership; The 2018 Emonet Conference; The Chapters; Part I: Leaders and Members; Part II: Leaders and Teams; Part III: Leaders, Organizations, and Culture; References; Part I Leaders and Members; Chapter 1 Power and Emotion Recognition: The Moderating Role of Work Stress; Introduction; Theory and Hypothesis Development; Theoretical Background; Power and ERA: The Moderating Role of Work Stress; Method
  • Sample and Data CollectionMeasures; Emotion Recognition Ability; Power; Work Stress; Control Variables; Results; Descriptive Statistics; Hypothesis Testing; Discussion; Theoretical Implications; Limitations and Future Research Directions; Practical Implications; Conclusion; Disclosure of Interest; References; Chapter 2 A Diary Investigation of Daily Emotions, Emotional Display, and Leaders' Authenticity in a Cohort of City Traffic...; Introduction; Hypothetical Framework; Emotions and Emotional Labor; Emotional Displays and Leader's Authenticity
  • Emotional Labor and Leader's Self-perceived AuthenticityEmotional Labor and Follower's Perceived Authenticity; Method; Context; Design and Procedure; Measures; Positive and Negative Emotions; Emotional Labor; Leaders' Perceived Authenticity and Followers' Perceived Authenticity; Control Variables; Results; Analytical Strategy and Descriptive Statistics; Hypotheses Testing; Hypothesis H1 (a): Association between Negative Emotions and Surface-acting; Hypothesis H1 (b): Association between Negative Emotions and Deep-acting
  • Hypothesis H1 (c): Association between Positive Emotions and Genuine-actingHypothesis H2: Surface-acting, Followers' Perceived Authenticity, and Leaders' Perceived Authenticity; Hypothesis H3: Deep-acting, Followers' Perceived Authenticity, and Leaders' Perceived Authenticity; Hypothesis H4: Genuine-acting, Followers' Perceived Authenticity, and Leaders' Perceived Authenticity; Discussion; Managerial Implications; Limitations of the Study; Conflict of Interest; Funding; References; Chapter 3 A Multilevel Study of Leaders' Emotional Labor on Servant Leadership and Job Satisfaction
  • Theory and Hypothesis DevelopmentSubordinates' Job Satisfaction; Servant Leadership; Moderating Effect of Leader's Emotional Labor on the Relationship between Servant Leadership and Subordinate's Job Satisfaction; Emotional Labor; Method; Sample and Procedure; Measures; Job Satisfaction; Servant Leadership; Emotional Healing; Creating Value for Community; Conceptual Skills; Empowerment; Helping Subordinates Grow and Succeed; Putting Subordinate First; Behaving Ethically; Emotional Labor; Surface-acting; Deep-acting; Expression of Naturally Felt Emotions; Data Analysis; Results
Notes:
  • Correlation Matrix
  • Includes bibliographical references and index.
  • Description based on online resource; title from digital title page (viewed on October 24, 2019).
Reproduction:
Electronic reproduction. Ipswich, MA Available via World Wide Web.
Subject:
Other authors/contributors:
Available From:
Emerald Publishing
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