1953: Exploring the Effect of Emotion Leadership on Individual and Team Level Outcomes (18476)

The role of team leaders in shaping group affect has gained increased attention in modern organizations. Nonetheless, we are still missing integrative studies on leadership behaviors that aim to influence team members’ affective processes in service of collective goals. In Study 1, building on previous research on group affect, leaders’ emotional intelligence, and emotional labor, we propose a conceptualization of emotion leadership. We then develop and validate a measure of emotion leadership. Integrating the concept of emotion leadership and the conservation of resource (COR) theory, we advance a theoretical model that links emotion leadership to individual and team-level outcomes mediated by team affective processes. The model is tested in Study 2, where we found support for the indirect effects of emotion leadership on employees taking charge and turnover intention through employee burnout. Team creativity and team viability are indirectly affected by emotion leadership through team psychological capital. Furthermore, we examined the moderating effect of team functional diversity and found that the impact of emotion leadership was stronger in teams with greater functional diversity.

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