Emotional contagion in leader-follower interactions

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dc.contributor.advisorDipboye, Robert L.en_US
dc.creatorHalverson, Stefanie K.en_US
dc.date.accessioned2009-06-04T08:01:38Zen_US
dc.date.available2009-06-04T08:01:38Zen_US
dc.date.issued2004en_US
dc.description.abstractAffect has been theoretically important to charismatic leadership for over 80 years as Weber (1920) referred to the emotion, passion, and devotion that ensue from charismatic authority, and is still evident in modern theories of charismatic and transformational leadership. When leaders express positive affect, they elicit more positive follower attributions of leadership (Lewis, 2000; Newcombe & Askanasy, 2002) and better follower performance (George, 1995; George & Bettenhausen, 1990). Yet the mechanism for these effects has largely been ignored in empirical research. The current studies examine emotional contagion as one means by which leader affect influences follower outcomes. Emotional contagion is the transfer of affect between persons that is thought to occur through unconscious and automatic mechanisms (Hatfield, Cacioppo, & Rapson, 1992). If leaders are able to transmit positive affect to their followers, then followers' positive affect should result in more positive attributions of leadership and better performance. In two laboratory studies and one field study, I tested the effects of affect and emotional contagion on leader and follower outcomes. Study 1 examined the effect of manipulated positive and negative affect on leadership behavior, using MBA students (n = 42). Leaders in the positive affect condition exhibited better leadership behavior than leaders in the negative affect condition. Study 2 tested the subsequent impact of leader affect on follower outcomes (n = 200). The proposed model suggested that leader affect influenced follower attributions of transformational leadership and performance directly, and through follower affect. Structural equation modeling indicated that the hypothesized model fit the data well. Study 3 largely replicated the findings of Study 2, using a field study of principals and teachers ( n = 228). Hierarchical Linear Modeling demonstrated that leader (principal) positive affect related to follower (teacher) positive affect via emotional contagion. Follower positive and negative affect related to follower attributions of transformational leadership and performance, in terms of organizational citizenship behavior. Follower attributions of transformational leadership also related to follower organizational citizenship behavior. As a whole, these three studies highlight the importance of affect and emotional contagion in leadership.en_US
dc.format.extent138 p.en_US
dc.format.mimetypeapplication/pdfen_US
dc.identifier.callnoTHESIS PSYCH. 2004 HALVERSONen_US
dc.identifier.citationHalverson, Stefanie K.. "Emotional contagion in leader-follower interactions." (2004) Diss., Rice University. <a href="https://hdl.handle.net/1911/18633">https://hdl.handle.net/1911/18633</a>.en_US
dc.identifier.urihttps://hdl.handle.net/1911/18633en_US
dc.language.isoengen_US
dc.rightsCopyright is held by the author, unless otherwise indicated. Permission to reuse, publish, or reproduce the work beyond the bounds of fair use or other exemptions to copyright law must be obtained from the copyright holder.en_US
dc.subjectSocial psychologyen_US
dc.subjectManagementen_US
dc.subjectIndustrial psychologyen_US
dc.subjectBusiness administrationen_US
dc.subjectPsychologyen_US
dc.titleEmotional contagion in leader-follower interactionsen_US
dc.typeThesisen_US
dc.type.materialTexten_US
thesis.degree.departmentPsychologyen_US
thesis.degree.disciplineSocial Sciencesen_US
thesis.degree.grantorRice Universityen_US
thesis.degree.levelDoctoralen_US
thesis.degree.nameDoctor of Philosophyen_US
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