UNIT IV POWERPOINT

Training Leader Emotion Regulation and Leadership Effectiveness Edelman, Peter J 1 ; van Knippenberg, Daan 2 1 Department of Assessment and Development,

Berenschot, PO Box 8039, Utrecht, The Netherlands 2 Department of Organisation and Personnel

Management, Erasmus University, RSM, PO Box 1738, Rotterdam, The Netherlands . Journal of Business

and Psychology ; New York  Vol. 32, Iss. 6,  (Dec 2017): 747-757.

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ABSTRACT (ENGLISH) The purpose of this study was to test whether we could train the regulation of affective displays of leaders in

terms of the emotion regulation strategy of deep acting (displaying feelings one also experiences) and display of

positive affect. We also tested whether this resulted in improved leadership effectiveness (i.e., a mediation model

in which the training results in greater leadership effectiveness through improved emotion regulation).

Data were obtained from a field experiment. We randomly assigned N = 31 leaders (rated by N = 60 subordinates)

to a control group without training or an experimental group with emotion regulation training. Before and 2 weeks

after the intervention, deep acting (leader-rated) and positive affective displays and leadership effectiveness

(subordinate-rated) were assessed.

The training had positive effects on deep acting, positive affective displays, and leadership effectiveness. Deep

acting and positive affect mediated the relationship between the intervention and leadership effectiveness.

We discuss how this helps build the case both for an emotional labor approach to leadership and for the leadership

development potential of such an emotional labor approach.

The findings of this study represent the first causal evidence that leader emotion regulation can be trained,

improved emotion regulation results in greater leadership effectiveness and is one of the first empirical studies

that integrates emotional labor theory to leadership effectiveness. It is therefore important from a theory

development perspective. DETAILS

Subject: Emotions; Leadership; Training; Employee development

Publication title: Journal of Business and Psychology; New York

Volume: 32

Issue: 6

Pages: 747-757

Publication year: 2017

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Publication date: Dec 2017

Publisher: Springer Science &Business Media

Place of publication: New York

Country of publication: Netherlands

Publication subject: Business And Economics, Psychology

ISSN: 08893268

Source type: Scholarly Journals

Language of publication: English

Document type: Journal Article

DOI: http://dx.doi.org/10.1007/s10869-016-9471-8

ProQuest document ID: 1955516489

Document URL: https://search.proquest.com/docview/1955516489?accountid=33337

Copyright: Journal of Business and Psychology is a copyright of Springer, 2017.

Last updated: 2017-10-30

Database: ABI/INFORM Collection

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Bibliography Citation style: APA 6th - American Psychological Association, 6th Edition

Peter, J. E., & Daan, v. K. (2017). Training leader emotion regulation and leadership effectiveness. Journal of

Business and Psychology, 32(6), 747-757. doi:http://dx.doi.org/10.1007/s10869-016-9471-8

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