کاریزما، احساسات مثبت و سرایت خلق و خوی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|38237||2006||18 صفحه PDF||سفارش دهید||11809 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : The Leadership Quarterly, Volume 17, Issue 4, August 2006, Pages 317–334
In a series of studies, we examine the role of positive emotions in the charismatic leadership process. In Studies 1 and 2, ratings of charisma in a natural work setting were linked to leaders' positive emotional expressions. In Study 3, leaders' positive emotional expressions were linked to mood states of simulated followers. Results suggest that mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers. In Study 4, we used a trained actor and manipulated leaders' positive emotional expressions to isolate the effects of positive emotions from the potential effects of non-emotional aspects of effective leadership (e.g., vision, other inspirational influence processes). A positive link between leader emotions and follower mood was found. Results also indicate that both leaders' positive emotional expressions and follower mood influenced ratings of leader effectiveness and attraction to the leader.
Along with the growing attention devoted to emotions and emotional processes by psychologists in recent years, there has been a great deal of interest in the experience, expression, and management of emotions, mood, and affect at work (Ashkanasy et al., 2000, Lord et al., 2002 and Rafaeli and Sutton, 1987). Theory and research on emotions at work include topics such the role of mood and emotions in predicting pro-social organizational behaviors (George & Brief, 1992), emotional contagion in work groups (Barsade, 2002 and Totterdell, 2000), emotional intelligence (Davies, Stankov, & Roberts, 1998), and emotional labor (Schaubroeck & Jones, 2000). Furthermore, the emergent positive psychology (e.g., Seligman & Csikszentmihalyi, 2000) and positive organizational scholarship (Cameron and Caza, 2004 and Cameron et al., 2003) movements focus specifically on positive emotional experiences and their implications for organizations.