The Moderating Effect of Leader Emotional Expressivity on the Relationship between Authentic Leadership and Follower Job Performance
This research attempts to explain the moderating effect of leader emotional expressivity on the relationship between authentic leadership and follower job satisfaction. Accordingly, quantitative data, collected via survey administration to front-line employees of service-rendering companies from Istanbul was used to test the hypotheses. The findings of this study revealed that the strength of leader emotional expressivity weakened the positive contributions of authentic leadership to follower job satisfaction for leaders who demonstrate a high level of authentic leadership. On the other hand, higher leader emotional expressivity compensates for the low levels of authentic leadership in terms of increasing follower job satisfaction.
[1] Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
[2] Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & 88May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823.
[3] Begley, P. T. (2001). In pursuit of authentic school leadership practices. International Journal of Leadership in Education, 4(4), 353-365.
[4] Bennis, W. (2003). On Becoming a Leader. Cambridge, MA: Perseus Publishing.
[5] Blau, P. (1964). Exchange and power in social life. New York: Wiley.
[6] Bono, J. E. & Ilies, R. (2006). Charisma, positive emotions and mood contagion. The Leadership Quarterly, 17(4), 317-334.
[7] Cooper, C. D., Scandura, T. A. & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16(3), 475-493.
[8] Eriksen, M. (2009). Authentic leadership: Practical reflexivity, self awareness, and self-authorship. Journal of Management Education, 33(6), 747-771.
[9] Flasher, J. (1978). Adolescence. NY: Roslyn Heights.
[10] Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A self based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372.
[11] George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8), 1027-1055.
[12] George, W. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.
[13] Gül, H. & Alacalar, A. (2014). Otantik liderlik ile izleyicilerin duygusal bağlılıkları ve performansları arasındaki ilişkiler üzerine bir araştırma. Akademik Sosyal Araştırmalar Dergisi, 2(5), 540-550.
[14] Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. The Leadership Quarterly, 16(3), 373-394.
[15] Kark, R., & Shamir, B. (2002). The dual effect of transformational leadership: Priming relational and collective selves and further effects on followers. In B. J. Avolio &F. J. Yammarino (Eds.), Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 77-101). Bingley: Emerald Group Publishing Limited.
[16] Kernis, M. H. (2003). Toward a conceptualization of optimal self-esteem. Psychological Inquiry, 14(1), 1-26.
[17] Kring, A. M., Smith, D. A., & Neale, J. M. (1994). Individual Differences in Dispositional Expressiveness: Development and Validation of the Emotional Expressivity Scale. Journal of Personality and Social Psychology, 66(5), 934-949.
[18] Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp. 241-261). San Francisco: Barrett-Koehler.
[19] Neider, L. L., Schriesheim, C. A. (2011). The authentic leadership inventory (ALI): Development and empirical tests. The Leadership Quarterly, 22(6), 1146-1164.
[20] Peus, C., Wesche, J. S., Streicher, B., Braun, S. & Frey, D. (2012). Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms. Journal of Business Ethics, 107(3), 331-348.
[21] Rotundo, M., & Sackett, P. R. (2002). The relative importance of task, citizenship and counterproductive performance to global ratings of job performance: a policy-capturing approach. Journal of Applied Psychology, 87(1), 66-80.
[22] Rubin, R. S., Munz, D. C., & Bommer, W. H. (2005). Leading from within: The effects of emotion recognition and personality on transformational leadership behavior. Academy of Management Journal, 48(5), 845-858.
[23] Shamir, B., & Eilam, G. (2005). What's your story? A life-stories approach to authentic leadership development. Leadership Quarterly, 16(3), 395-417.
[24] Sparrowe, R. T. (2005). Authentic leadership and the narrative self. Leadership Quarterly, 16(3), 419-439.
[25] Sy, T., Côté, S., & Saavedra, R. (2005). The contagious leader: Impact of the leader's mood on the mood of group members, group affective tone, and group processes. Journal of Applied Psychology, 90(2), 295-305.
[26] Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
[27] Walumbwa, F. O., Christensen, A. L., & Hailey, F. (2011). Authentic leadership and the knowledge economy. Organizational Dynamics, 40(2), 110-118.
[28] Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behavior. Journal of Management, 17(3), 601-617.
[29] Yukl, G. A. (1994). Perspectives on effective leadership behavior. In Leadership in Organizations (3rd ed., pp. 53-79). Englewood Cliffs, NJ: Prentice Hall.
[30] Yukl, G. A. (2005). Leadership in organizations (6th ed.). New York: Prentice Hall.
[1] Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
[2] Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & 88May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823.
[3] Begley, P. T. (2001). In pursuit of authentic school leadership practices. International Journal of Leadership in Education, 4(4), 353-365.
[4] Bennis, W. (2003). On Becoming a Leader. Cambridge, MA: Perseus Publishing.
[5] Blau, P. (1964). Exchange and power in social life. New York: Wiley.
[6] Bono, J. E. & Ilies, R. (2006). Charisma, positive emotions and mood contagion. The Leadership Quarterly, 17(4), 317-334.
[7] Cooper, C. D., Scandura, T. A. & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16(3), 475-493.
[8] Eriksen, M. (2009). Authentic leadership: Practical reflexivity, self awareness, and self-authorship. Journal of Management Education, 33(6), 747-771.
[9] Flasher, J. (1978). Adolescence. NY: Roslyn Heights.
[10] Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A self based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372.
[11] George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8), 1027-1055.
[12] George, W. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.
[13] Gül, H. & Alacalar, A. (2014). Otantik liderlik ile izleyicilerin duygusal bağlılıkları ve performansları arasındaki ilişkiler üzerine bir araştırma. Akademik Sosyal Araştırmalar Dergisi, 2(5), 540-550.
[14] Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. The Leadership Quarterly, 16(3), 373-394.
[15] Kark, R., & Shamir, B. (2002). The dual effect of transformational leadership: Priming relational and collective selves and further effects on followers. In B. J. Avolio &F. J. Yammarino (Eds.), Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 77-101). Bingley: Emerald Group Publishing Limited.
[16] Kernis, M. H. (2003). Toward a conceptualization of optimal self-esteem. Psychological Inquiry, 14(1), 1-26.
[17] Kring, A. M., Smith, D. A., & Neale, J. M. (1994). Individual Differences in Dispositional Expressiveness: Development and Validation of the Emotional Expressivity Scale. Journal of Personality and Social Psychology, 66(5), 934-949.
[18] Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp. 241-261). San Francisco: Barrett-Koehler.
[19] Neider, L. L., Schriesheim, C. A. (2011). The authentic leadership inventory (ALI): Development and empirical tests. The Leadership Quarterly, 22(6), 1146-1164.
[20] Peus, C., Wesche, J. S., Streicher, B., Braun, S. & Frey, D. (2012). Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms. Journal of Business Ethics, 107(3), 331-348.
[21] Rotundo, M., & Sackett, P. R. (2002). The relative importance of task, citizenship and counterproductive performance to global ratings of job performance: a policy-capturing approach. Journal of Applied Psychology, 87(1), 66-80.
[22] Rubin, R. S., Munz, D. C., & Bommer, W. H. (2005). Leading from within: The effects of emotion recognition and personality on transformational leadership behavior. Academy of Management Journal, 48(5), 845-858.
[23] Shamir, B., & Eilam, G. (2005). What's your story? A life-stories approach to authentic leadership development. Leadership Quarterly, 16(3), 395-417.
[24] Sparrowe, R. T. (2005). Authentic leadership and the narrative self. Leadership Quarterly, 16(3), 419-439.
[25] Sy, T., Côté, S., & Saavedra, R. (2005). The contagious leader: Impact of the leader's mood on the mood of group members, group affective tone, and group processes. Journal of Applied Psychology, 90(2), 295-305.
[26] Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
[27] Walumbwa, F. O., Christensen, A. L., & Hailey, F. (2011). Authentic leadership and the knowledge economy. Organizational Dynamics, 40(2), 110-118.
[28] Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behavior. Journal of Management, 17(3), 601-617.
[29] Yukl, G. A. (1994). Perspectives on effective leadership behavior. In Leadership in Organizations (3rd ed., pp. 53-79). Englewood Cliffs, NJ: Prentice Hall.
[30] Yukl, G. A. (2005). Leadership in organizations (6th ed.). New York: Prentice Hall.
@article{"International Journal of Business, Human and Social Sciences:78740", author = "Nevra Baker", title = "The Moderating Effect of Leader Emotional Expressivity on the Relationship between Authentic Leadership and Follower Job Performance", abstract = "This research attempts to explain the moderating effect of leader emotional expressivity on the relationship between authentic leadership and follower job satisfaction. Accordingly, quantitative data, collected via survey administration to front-line employees of service-rendering companies from Istanbul was used to test the hypotheses. The findings of this study revealed that the strength of leader emotional expressivity weakened the positive contributions of authentic leadership to follower job satisfaction for leaders who demonstrate a high level of authentic leadership. On the other hand, higher leader emotional expressivity compensates for the low levels of authentic leadership in terms of increasing follower job satisfaction.", keywords = "Leadership, Authentic Leadership, Emotions, Leader Emotional Expressivity, Follower Job Performance", volume = "13", number = "5", pages = "593-5", }
