Investigating a process model for leader affective presence, interpersonal emotion regulation, and interpersonal behaviour in teams

Hector P. Madrid, Peter Totterdell, Karen Niven, Cristian A. Vasquez

Research output: Contribution to journalArticlepeer-review

9 Scopus citations

Abstract

Leader affective presence is the tendency of leaders to elicit feelings that are consistent among other individuals, and has been supported as a relevant personality trait for understanding teamwork. Drawing on a model that integrates personality and emotion regulation, this study aimed to expand research on affective presence by proposing team members’ perceptions of leader interpersonal emotion regulation as a process that explains how leader affective presence is related to team member behaviour. In the model, teamness—the perception that interdependence and reflexivity are required in the team—is presented as a boundary condition to the effects of affective presence via emotion regulation. Results of a study conducted with 99 teams showed that team member ratings of leader positive affective presence were linked to their perceptions that leaders had used affect-improving emotion regulation which in turn was associated with greater team citizenship behaviour. Contrariwise, team member ratings of leader negative affective presence were associated with perceived use of affect-worsening emotion regulation by leaders which in turn was associated with lower levels of team citizenship, but only when teams were low in teamness. These findings contribute to understanding how leaders’ individual differences are related to teamwork through affective processes.

Original languageEnglish
Pages (from-to)642-656
Number of pages15
JournalEuropean Journal of Work and Organizational Psychology
Volume27
Issue number5
DOIs
StatePublished - 3 Sep 2018

Keywords

  • Affective presence
  • citizenship behaviour
  • emotion regulation
  • leaders
  • teams

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