TY - JOUR
T1 - Leader affective presence, psychological safety and team proactive problem prevention
AU - Madrid, Hector P.
AU - Vasquez, Cristian A.
AU - Escaffi-Schwarz, Maximiliano
N1 - Publisher Copyright:
© 2023 The British Psychological Society.
PY - 2024/6
Y1 - 2024/6
N2 - Leader affective presence, the tendency of leaders to consistently evoke feelings in team members, has gained prominence in the context of leadership and teamwork. However, prior research lacks a comprehensive theoretical framework, focuses on limited team processes, and relies mainly on cross sectional designs to study this construct. Building upon theories of the social functions of affect, this study examines the relationship between leaders' affective presence and team member behaviour, specifically focusing on team proactive problem prevention and examining whether this relationship is mediated by team psychological safety. Using a two-wave panel model with 504 professionals in 134 teams, our findings revealed that positive leader affective presence, characterized by instilling enthusiasm, joy and inspiration among team members, was positively associated with perceptions of team psychological safety. In turn, team psychological safety was positively related to leaders' assessments of proactive problem prevention. Interestingly, negative leader affective presence, which triggers worry, tension and stress, was not related to team psychological safety but was positively associated with team proactive problem prevention. These results highlight the importance of leader affective presence in shaping emergent team states and team member behaviour. Researchers and practitioners should thus consider these insights when assessing and intervening in leadership and teamwork processes in organizations.
AB - Leader affective presence, the tendency of leaders to consistently evoke feelings in team members, has gained prominence in the context of leadership and teamwork. However, prior research lacks a comprehensive theoretical framework, focuses on limited team processes, and relies mainly on cross sectional designs to study this construct. Building upon theories of the social functions of affect, this study examines the relationship between leaders' affective presence and team member behaviour, specifically focusing on team proactive problem prevention and examining whether this relationship is mediated by team psychological safety. Using a two-wave panel model with 504 professionals in 134 teams, our findings revealed that positive leader affective presence, characterized by instilling enthusiasm, joy and inspiration among team members, was positively associated with perceptions of team psychological safety. In turn, team psychological safety was positively related to leaders' assessments of proactive problem prevention. Interestingly, negative leader affective presence, which triggers worry, tension and stress, was not related to team psychological safety but was positively associated with team proactive problem prevention. These results highlight the importance of leader affective presence in shaping emergent team states and team member behaviour. Researchers and practitioners should thus consider these insights when assessing and intervening in leadership and teamwork processes in organizations.
KW - affective presence
KW - leadership
KW - proactivity
KW - psychological safety
KW - teams
UR - http://www.scopus.com/inward/record.url?scp=85176947283&partnerID=8YFLogxK
U2 - 10.1111/joop.12480
DO - 10.1111/joop.12480
M3 - Article
AN - SCOPUS:85176947283
SN - 0963-1798
VL - 97
SP - 516
EP - 535
JO - Journal of Occupational and Organizational Psychology
JF - Journal of Occupational and Organizational Psychology
IS - 2
ER -