Emotion recognition and emergent leadership: Unraveling mediating mechanisms and boundary conditions

Walter, Frank; Cole, Michael S.; der Vegt, Gerben S. van; Rubin, Robert S.; Bommer, William H.
October 2012
Leadership Quarterly;Oct2012, Vol. 23 Issue 5, p977
Academic Journal
Abstract: This study examines the complex connection between individuals'' emotion recognition capability and their emergence as leaders. It is hypothesized that emotion recognition and extraversion interactively relate with an individual''s task coordination behavior which, in turn, influences the likelihood of emerging as a leader. In other words, we cast task coordination as a mediating mechanism in the joint relationship between emotion recognition and extraversion, on the one hand, and leader emergence, on the other. Study hypotheses were tested using multisource data from two diverse, independent samples. Study 1 supports the hypothesized relationships in a sample of student project teams in the Netherlands, and Study 2 constructively replicates the proposed model using student participants in an assessment center in the United States. These findings were obtained using a performance-based test of emotion recognition and controlling for a battery of known covariates.


Related Articles

  • The Leader in You. Lopez, Laura // Leadership Excellence Essentials;Jul2009, Vol. 26 Issue 7, p4 

    The article explores how individuals can learn to lead and brand themselves as leaders. It discusses how an individual can influence others. It emphasizes the importance of personal connections in building a brand. It explains why leaders must be curious and think of other people's needs. It...

  • The Impact of leader emotion display frequency on follower performance: Leader surface acting and mean emotion display as boundary conditions. Wang, Gang; Seibert, Scott E. // Leadership Quarterly;Aug2015, Vol. 26 Issue 4, p577 

    Theory and evidence suggest leader emotion has an important influence on follower performance. However, we lack a theoretical framework to understand when the frequency of leader emotional displays may or may not explain significant variance in follower performance. To advance knowledge in this...

  • Toward an Understanding of When and Why Servant Leadership Accounts for Employee Extra-Role Behaviors. Panaccio, Alexandra; Henderson, David; Liden, Robert; Wayne, Sandy; Cao, Xiaoyun // Journal of Business & Psychology;Dec2015, Vol. 30 Issue 4, p657 

    Purpose: This research aims to contribute to servant leadership theory by applying social exchange theory to examine why and under what conditions servant leadership is related to employee extra-role behaviors. Specifically, we examined the psychological contract (PC) as a mediating mechanism...

  • State-of-Mind as the Master Competency for High-Performance Leadership. Polsfuss, Craig; Ardichvili, Alexandre // Organization Development Journal;Fall2009, Vol. 27 Issue 3, p23 

    Many well known leadership development approaches are based on models, consisting of behavioral or cognitive competencies or skills, such as decision-making, organization, delegating, interpersonal communication, influencing others, building talent, and so forth. This paper explores the...

  • Power Paradox. Chilcote, Andrea; Reece, Susan // Leadership Excellence Essentials;Jun2009, Vol. 26 Issue 6, p8 

    The article deals with the concept of power in leadership. It explains that giving power away is about identifying one's worth and boundaries while understanding and valuing the same in others. It is noted that power can be achieved through presenting superior experience, coercion through real...

  • Charisma under crisis revisited: Presidential leadership, perceived leader effectiveness, and contextual influences Davis, Kelly M.; Gardner, William L. // Leadership Quarterly;Oct2012, Vol. 23 Issue 5, p918 

    Abstract: This study investigates the influence of crisis on leader use of charismatic rhetoric. We examine leader charismatic rhetoric across two major crises, longitudinally exploring potential long-term influences of charismatic rhetoric on perceptions of leader effectiveness. Using an...

  • Imperfect People Leading Imperfect People: Creating Environments Of Forgiveness. Grant, Kevin // Interbeing;Fall/Winter2008, Vol. 2 Issue 2, p11 

    This article acknowledges that, as humans, we are imperfect. Organizations have a low tolerance for errors and mistakes, and must learn to be more for- giving to expect quality leaders. H/hen leaders realize they have imperfections they are able to accept others with imperfections and create...

  • Relational Leadership Theory: Exploring the social processes of leadership and organizing Uhl-Bien, Mary // Leadership Quarterly;Dec2006, Vol. 17 Issue 6, p654 

    Abstract: Relational leadership is a relatively new term in the leadership literature, and because of this, its meaning is open to interpretation. In the present article I describe two perspectives of relational leadership: an entity perspective that focuses on identifying attributes of...

  • Interpersonal and Personality Dimensions of Behavior: FIRO-B and the Big Five. Mahoney, John M.; Stasson, Mark F. // North American Journal of Psychology;2005, Vol. 7 Issue 2, p205 

    In a study of convergence of measures of personality and interpersonal resources, a total of 192 students (64 men and 128 women) at an urban university completed the Big Five Inventory, a personality measure, and the FIRO-B, a measure of interpersonal resources. Results support a two-dimensional...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics