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dc.contributor.authorGlasø, Lars
dc.contributor.authorNotelaers, Guy
dc.contributor.authorSkogstad, Anders
dc.date.accessioned2012-10-09T15:58:45Z
dc.date.available2012-10-09T15:58:45Z
dc.date.issued2011
dc.identifier.issn1891-473x
dc.identifier.otherhttp://sjop.no/index.php/sjop/article/view/211
dc.identifier.urihttp://hdl.handle.net/11250/93618
dc.descriptionThis article was originally published in Scandinavian Journal of Organizational Psychology, an Open Access journalno_NO
dc.description.abstractWithin the framework of Affective Events Theory (AET) this study examines emotional experiences as a potential mediator between followers’ perceptions of supportive leadership and their experiences of job engagement and intention to leave the organisation, respectively. The results showed that the relationships between supportive leadership and job engagement, as well as turnover intentions, were fully mediated by the followers’ positive emotional experiences. Negative emotional experiences yielded insignificant mediation effects, a finding that may be explained by characteristics of the leadership style studied. The present study substantiates that followers’ emotions bridge the ‘gap’ between leader behaviour and follower attitudinal outcomes and, hence, supports the notion that followers’ emotions are essential in the study of effective leadership.no_NO
dc.language.isoengno_NO
dc.publisherNorsk organisasjonspsykologisk selskapno_NO
dc.subjectleadershipno_NO
dc.subjectemotionsno_NO
dc.subjectaffective events theoryno_NO
dc.subjectjob engagementno_NO
dc.subjectintention to leaveno_NO
dc.titleThe importance of followers' emotions in effective leadershipno_NO
dc.typeJournal articleno_NO
dc.typePeer reviewedno_NO
dc.source.pagenumber17-31no_NO
dc.source.volume3no_NO
dc.source.journalScandinavian Journal of Organizational Psychologyno_NO
dc.source.issue2no_NO


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