A Multilevel Model of Managing Emotions in Transformational Organizational Identity Change

Abstract

Purpose

We develop a multilevel model of emotional processes grounded in social identity theory to explore the role of emotion in transformational leadership.

Methodology/approach

This work is conceptual in nature and develops theory surrounding emotion in organizations by integrating theories on transformational leadership, emotion management, and organizational identity.

Findings

Transformational leaders utilize interpersonal emotion management strategies to influence and respond to emotions arising from the self-evaluative processes of organizational members during times of organizational identity change.

Research limitations/implications

The conceptual model detailed provides insight on the intersubjective emotional processes grounded in social identity that influence transformational leadership. Future research into transformational leadership behaviors will benefit from a multilevel perspective which includes both interpersonal emotion management and intrapersonal emotion generation related to social identity at both the within-person and between-person levels.

Originality/value

The proposed model expands on the role of emotions in transformational leadership by theoretically linking the specific transformational behaviors to discrete emotions displayed by followers. While previous empirical research has indicated the positive outcomes of transformational leadership and the role of emotion recognition, work has yet to be presented which explicates the role of discrete emotions in the transformational leadership process.

Citation

Dillon, P.J. and Manz, C.C. (2016), "A Multilevel Model of Managing Emotions in Transformational Organizational Identity Change", Emotions and Organizational Governance (Research on Emotion in Organizations, Vol. 12), Emerald Group Publishing Limited, Leeds, pp. 249-276. https://doi.org/10.1108/S1746-979120160000012009