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dc.contributor.authorT. Dasborough, Marieen_US
dc.contributor.authorM. Ashkanasy, Nealen_US
dc.contributor.authorY.J. Tee, Eugeneen_US
dc.contributor.authorTse, Hermanen_US
dc.date.accessioned2017-04-24T11:01:18Z
dc.date.available2017-04-24T11:01:18Z
dc.date.issued2009en_US
dc.date.modified2010-06-15T05:31:06Z
dc.identifier.issn10489843en_US
dc.identifier.doi10.1016/j.leaqua.2009.04.009en_AU
dc.identifier.urihttp://hdl.handle.net/10072/30734
dc.description.abstractWe present a follower-centric model of leadership that integrates multiple levels of analysis, and includes emotional contagion as a key meso-level process. In our model, leadership at the individual level is manifested in terms of the leader's favoritism toward members and affective displays. Drawing upon affective events theory, we argue that member perceptions of a leader's behaviors and member attributions of insincerity result in negative emotions. Through a process of emotional contagion, the negative emotions then spread to other individuals in the group. These are in turn reflected in the group's affective climate and trust climate, and also in the quality of leader-member and team-member relationships. In the end, this results in organizational-level disapproval of the leader and cynicism towards the leader. Included as moderators in the model are task interdependence, the temporal context, reward systems, emotional labor requirements, organizational culture, and power distance. We conclude with a discussion of boundary conditions, and implications of our model for research, theory, and practice.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent184643 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherElsevieren_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom571en_US
dc.relation.ispartofpageto585en_US
dc.relation.ispartofissue4en_US
dc.relation.ispartofjournalThe Leadership Quarterlyen_US
dc.relation.ispartofvolume20en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchBusiness and Management not elsewhere classifieden_US
dc.subject.fieldofresearchcode150399en_US
dc.titleWhat goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leadersen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.rights.copyrightCopyright 2009 Elsevier. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.en_AU
gro.date.issued2009
gro.hasfulltextFull Text


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