![]() In fact, many domains requiring effective leadership, including ethical dilemmas, interpersonal conflicts, and organizational crises ( Connelly et al., 2014), call for appropriate emotional responses. Additionally, leaders may need to manage their emotions to facilitate performance on day-to-day tasks ( Gooty et al., 2014). ![]() In leadership settings, leaders may need to deliberately modify their emotional experiences and expressions to exercise influence over followers ( Humphrey, 2012). Theoretical and practical implications of this study are discussed.Įmotions are a central feature of workplace experiences and the tasks and interpersonal demands faced by leaders often arise in emotion-laden contexts. Taken together, these findings suggest that certain regulation processes may be more functional for leaders and extend emotion regulation research in the leadership domain. Emotion regulation strategies were also found to account for variance in leadership performance above and beyond other emotion-related individual differences. Results provide partial support, suggesting that situation modification and cognitive reappraisal are positively related to leadership performance, whereas suppression was found to relate negatively with performance. Using an undergraduate student sample, this correlational study assessed the relationship between emotion regulation tendencies and performance in emotionally-relevant domains of leadership. This effort attempts to address this gap by examining individual tendencies in four emotion regulation strategies, situation modification, attentional deployment, cognitive reappraisal, and suppression, and their association with leadership task performance. ![]() Despite the recognition of emotion regulation processes in leadership literature, there is a need for additional theorizing and empirical research on the specific cognitive and behavioral strategies utilized by leaders.
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