مقاله انگلیسی رایگان در مورد دیدگاه تنظیم عاطفه رهبر و تعهد سازمانی پیروان – امرالد 2017

A brief review of recent advancement in leadership associated literature along with contemporary leadership approaches for instance Transformational approach (e.g., Jin et al., 2016), Charismatic approach (e.g., Bono and Ilies, 2006), and Leader-Member Exchange (e.g., Little et al., 2016) are witnessing the potential and critical role of emotions in leadership related processes and outcomes. However, researchers studying the link between leadership and emotions have been more inclined towards investigating emotional intelligence (e.g., Walter et al., 2011), or discrete emotions and their blend (e.g., Bono and Ilies, 2006; Joseph et al., 2015). A small number of studies have empirically investigated the link between leader emotional behavior and work related outcomes for instance performance (e.g., Liang and Chi, 2013; Sadri et al., 2011). Yet, the mechanism through which emotion regulation as part of leadership role influences followers’ attitudes and behavior remains less understood. Overlooking potential mechanisms restricts the practical implication of research. To address this issue along with recent calls to explore the role of emotion regulation in leadership research (Fisk and Friesen, 2012; Grandey and Gabriel, 2015; Humphrey et al., 2015), this study examines the relationship of leader emotion regulation strategies and organizational commitment. Specifically, this study examines the role of leader surface and deep acting on followers’ affective, normative and continuance commitment, which signify emotion regulatory behavior from within-organizational viewpoint. Although, researchers have explored the concept of emotional labor (Hochschild, 1983) from within-organizational viewpoint (Diefendorff and Greguras, 2009; Fisk and Friesen, 2012; Xu et al., 2014), yet the dynamic of emotion regulation that occurs within-workplace remains unclear. An understanding of the implications of emotion regulatory behaviors on followers’ organizational commitment is worthwhile because such knowledge can help the organization to engage in the practices that promote the emotional efforts that are helpful for followers’ commitment, and eliminate the practices that promote dysfunctional emotional efforts. Drawing on Social Exchange Theory (Blau, 1964; Homans, 1958), supported by emotional labor literature, this study contends that if the expectations for the emotional content of a relationship are not fulfilled, followers’ could be expected to become less committed towards their work and be less likely to give back.