LEADING WITH EMOTIONAL LABOR AND AFFECTIVE LEADERSHIP CLIMATE AS ANTECEDENTS TO ENTREPRENEURIAL EFFECTIVENESS

<p>This study finds leader genuine emotion does influence firm performance in two ways. First it can result in positive effect on subordinate attitude which, in turn, increases firm performance. Second, it can result in negative direct effect on firm performance after controlling for the indirect effects just mentioned. These results are interpreted herein to provide support to the claims by many (Ashforth & Humphrey, 1993; Gardner et al., 2009a; Humphrey et al., 2008; Hunt et al., 2008) that properly managed genuine leader emotion should lead to positive outcomes and improperly managed genuine leader emotion should lead to negative outcomes. Here, proper management is contingent upon displaying emotions that “correspond” with display rules, situational requirements, and audience expectations. Thus, it is recommended herein that leaders closely monitor their behavior, predominately using genuine emotional displays when appropriate and deep acting when their genuine emotions do not align with the requirements of their role.</p>

Name thesis:degree_name

Doctor of Philosophy

Level thesis:degree_level

Dissertation

Discipline thesis:degree_discipline

Business

Year dc:date.available

2011

Author dc:creator

• Batchelor, John

Contributors dc:contributor

• Humphrey Ronald

• leading with emotional labor
• leadership
• emotion
• firm performance
• Business

Statement dc:rights

• © The Author

Identifier

https://scholarscompass.vcu.edu/etd/238

OAI identifier oai:identifier

oai:scholarscompass.vcu.edu:etd-1237