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When we perceive someone as a leader, it is often because we are impressed with his/her mental abilities and his/her ability to perform complex tasks. Yet, there is a small but growing body of conceptual work suggesting that our perception of someone as a leader is affected by his/her emotional...
This article proposes a new role for emergent group leaders, that of the manager of group emotions. This description of leadership suggests that individual group members take leadership by providing certainty and direction during times of ambiguity. They are able to assume a leadership role by...
Recently, a variety of leading scholars have issued urgent calls for research into the emotional dimensions of work, arguing that progress in the understanding of organizational behavior is being hampered by a failure to consider the bounded emotionality aspects of human behavior in addition to...
This article focuses heavily on overviewing and analyzing the seven articles in this special issue on emotions and leadership. The articles are discussed in terms of four key leadership issues. The first issue concerns the traits necessary for leadership. Empathy is shown to be an important...
In this article, we present a model of emotions and attributions of intentionality within the leader–member relationship. The model is predicated on two central ideas. The first is that leadership is intrinsically an emotional process, where leaders display emotion and attempt to evoke emotion...
We present and test a theory on leader emergence in self-managing teams that highlights the emotional and cognitive skills underlying selection as an informal team leader. Existing theory and research reveals that informal leaders are selected because they display constructive task and team...
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