The role of affect and affective congruence in perceptions of leaders: an experimental study

Newcombe, Michael J. and Ashkanasy, N. M. (2002) The role of affect and affective congruence in perceptions of leaders: an experimental study. The Leadership Quarterly, 13 5: 601-614. doi:10.1016/S1048-9843(02)00146-7

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Author Newcombe, Michael J.
Ashkanasy, N. M.
Title The role of affect and affective congruence in perceptions of leaders: an experimental study
Journal name The Leadership Quarterly   Check publisher's open access policy
ISSN 1048-9843
Publication date 2002-01-01
Year available 2002
Sub-type Article (original research)
DOI 10.1016/S1048-9843(02)00146-7
Open Access Status File (Author Post-print)
Volume 13
Issue 5
Start page 601
End page 614
Total pages 14
Editor J.G. Hunt
Place of publication United Kingdom
Publisher Pergamon Press
Language eng
Subject C1
350201 Human Resources Management
720403 Management
380108 Industrial and Organisational Psychology
Abstract Based on the idea that emotional exchanges determine symbolic meanings in interpersonal exchanges, we hypothesized that displays of positive and congruent affect determine members' ratings of leaders in a simulated performance appraisal context. To test the hypotheses, 537 participants viewed videotapes of four male and female leaders giving positive and negative feedback, and with facial expressions of affect that were either congruent or incongruent with the verbal message that they were delivering. Results supported hypotheses that positive and message-congruent leader affect results in more positive member ratings of the leader, assessed using a seven-item measure of members' perceptions of the leader's negotiating latitude. The least positive ratings of negotiating latitude were given when positive feedback was delivered with negative facial affect. (C) 2002 Elsevier Science Inc. All rights reserved.
Keyword Psychology, Applied
Management
Member Exchange
Work
Metaanalysis
Emotion
Gender
Model
Organizations
Subordinate
Smiles
Emotional Exchanges
Symbolic Meanings
Interpersonal Exchanges
Leader Affect
Q-Index Code C1
Institutional Status UQ
Additional Notes This is an author version of an article originally published as Michael J. Newcombe and Neal M. Ashkanasy, 2002. The role of affect and affective congruence in perceptions of leaders: An experimental study, Leadership Quarterly, 13(5):601-614. doi: 10.1016/S1048-9843(02)00146-7. Copyright 2002 Elsevier. All rights reserved. Single copies only may be downloaded and printed for a user's personal research and study.

Document type: Journal Article
Sub-type: Article (original research)
Collections: Faculty of Business, Economics and Law -- Publications
Excellence in Research Australia (ERA) - Collection
 
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Citation counts: TR Web of Science Citation Count  Cited 115 times in Thomson Reuters Web of Science Article | Citations
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Created: Wed, 15 Aug 2007, 03:09:24 EST