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  • Do the effects of interpersonal emotion regulation depend on people's underlying motives?

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    TROTH213429.pdf (472.3Kb)
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    Accepted Manuscript (AM)
    Author(s)
    Niven, Karen
    Troth, Ashlea C
    Holman, David
    Griffith University Author(s)
    Troth, Ashlea C.
    Year published
    2019
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    Abstract
    Attempts to improve others' feelings have positive consequences, while attempts to worsen others' feelings have negative consequences. But do such effects depend on the motives underlying these attempts? In an experimental study, we tested whether leaders' apparent motives influence the effects of their interpersonal emotion regulation on followers. We found that the positive effects of using affect-improving (vs. affect-worsening) strategies on relational outcomes and discretional performance outcomes were largely enhanced when the leader exhibited prosocial motives but diminished when the leader exhibited egoistic motives. ...
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    Attempts to improve others' feelings have positive consequences, while attempts to worsen others' feelings have negative consequences. But do such effects depend on the motives underlying these attempts? In an experimental study, we tested whether leaders' apparent motives influence the effects of their interpersonal emotion regulation on followers. We found that the positive effects of using affect-improving (vs. affect-worsening) strategies on relational outcomes and discretional performance outcomes were largely enhanced when the leader exhibited prosocial motives but diminished when the leader exhibited egoistic motives. Our findings add nuance to our understanding of the effects of interpersonal emotion regulation at work. Practitioner points: When leaders try to influence their followers' emotions, the consequences not only depend on the type of strategy used (improving vs. worsening), but also the leaders' apparent motives. If egoistic (vs. prosocial) motives underpin leaders' interpersonal emotional regulation, the positive effects of affect-improving (vs. affect-worsening) on leader–follower relationship quality and follower discretional performance are significantly reduced. Leaders should be aware of the behaviours they use during interactions with their followers as well as how their motives might be perceived.
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    Journal Title
    Journal of Occupational and Organizational Psychology
    DOI
    https://doi.org/10.1111/joop.12257
    Copyright Statement
    © 2019 British Psychological Society. This is the peer reviewed version of the following article: Do the effects of interpersonal emotion regulation depend on people's underlying motives?, Journal of Occupational and Organizational Psychology, AOV, which has been published in final form at https://doi.org/10.1111/joop.12257. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving (http://olabout.wiley.com/WileyCDA/Section/id-828039.html)
    Note
    This publication has been entered into Griffith Research Online as an Advanced Online Version.
    Subject
    Applied and developmental psychology
    Strategy, management and organisational behaviour
    Psychology
    Cognitive and computational psychology
    Publication URI
    http://hdl.handle.net/10072/386182
    Collection
    • Journal articles

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