Acts of necessary evils

, 72–73

Air cover

, 239

Angel investors’ emotions

, 180–181

opportunity evaluation

, 180–181

in socially situated opportunity evaluations

, 181–182

Attributions of intentions

, 73

Attribution theory

, 72

Babylonians

, 90

Big Five personality

, 91

Charismatic leadership

, 72

Compensatory efforts

, 212

Conservation of Resources (COR) theory

, 94

Coping mechanism

, 214

Corporate learning and development

, 226

Culture of honor

, 213

Daily dairy methodology

, 92

Developmental experiences of executive leaders, study of

data analysis

, 233–234

data collection

, 232–233

discussions

awareness of others and self

, 240–241

environmental esthetic

, 239–240

life-long learners

, 238–239

findings

comparison of outstanding competencies

, 234–235, 236, 237–238

continuous learning

, 235–236

environmental esthetic

, 236–237

high integrity

, 237

implications for future research

, 241–242

implications for practice

, 242–243

limitations of study

, 243

methodology

, 230–231

sample population

, 231–232

Dignity

, 212–213

Downward affiliative emotions

, 215

Downward evaluation

, 215

Downward evaluative emotions

, 215

East Asians

approach-avoidance motivation

, 214

dialectical reasoning about self

, 214

incremental vs entity theories of abilities

, 215

independent and interdependent views of self

, 214

internal vs external frame of reference

, 214

self-enhancement

, 214–215

Emotional intelligence

, 70

adults vs adolescents

, 84

defined

, 70–72

implications of

, 70

for successful social interactions

, 84

Emotional intelligence as moderator, study of

, 73–74

findings

, 82–84

hierarchical regression analyses

, 77

hypothesis development

, 74

emotional responses to attributions of charismatic behavior

, 74

measures

attributions of manipulative intent

, 77

attributions of personal charisma

, 76–77

emotional reactions

, 77

method

laboratory experiment

, 75–76

measurements

, 75

MSCEIT analysis

, 75

participants

, 75

procedure

, 76

research design

, 75

stimulus materials

, 76

results

attributions of charismatic leader behavior and emotional responses

, 80, 81–82, 83

attributions of leader intentionality and emotional responses

, 79

descriptive statistics

, 78

hypothesis testing

, 79–82

regression analysis

, 81–82

Emotional intelligence awareness of self

, 240

Emotional labor

, 22–23

role of leadership

, 23

Emotional wellbeing, study of

Asian American vs European Americans

, 212

construct definitions

dignity

, 212–213

downward evaluation

, 215

emotional well-being

, 215–216

face

, 212–213

honor

, 212–213

psychological well-being

, 215–216

self-uncertainty

, 211–212

social comparison

, 213–215

upward affiliation

, 215

differential effects of honor, dignity, and face cultures

, 211

implications for practice

, 219

implications for research

, 219

implications for theory

, 218–219

limitations and boundary conditions

, 219

model development and propositions

, 216–217

Person x Situation framework

, 211

result and discussion

, 217–219

honor culture and levels of well-being

, 217–218

social comparison in different cultures

, 218

situational variables influencing

, 210–211

Westerners vs East Asians

, 216

Emotion in angel investment decisions, study of

, 182

discussion of investment opportunity evaluation

action-oriented emotions

, 196–197

distribution of emotions

, 198–199

embodied emotions

, 197

interplay between emotion and cognition

, 196

role of emotion in social validation

, 199

socially-situated cognition theory

, 197–198, 199

implications for research

, 200–201

investment opportunity evaluation process

, 181–182

limitations of study

, 201–202

methods

, 184–189

phenomenological data analysis

, 185–189

sample selection and data collection

, 184–185, 186

results

, 189–195

acceptance decision

, 194

emotional arousal

, 192–195

emotions (excitement, fear-of-missing out, passion, and trust), role of

, 192–193

gut feeling, role of

, 192–193

individual-level investment decisions

, 194

rational multiple criteria

, 192

rejection decision

, 195

social validation

, 193–194

subjective interpretation of opportunity evaluation process

, 190–192

Emotion recognition accuracy (ERA)

, 4

associated with leadership processes and outcomes

, 4

Empathy

, 160–161

as a distal leadership trait

, 168–169

empathic individuals

, 161

influence and

, 163, 170

leadership and

, 162

training in

, 169–170

Empathy–leadership relationship, study of

discussion and conclusions

, 168–170

hypothesis development

influence as outcome of leadership

, 163

positive relations

, 162–163

relationship between empathy and influence

, 163

relationship of cognitive ability and task leadership

, 163

measures

, 166–167

cognitive ability

, 166

interactive dimension of empathy

, 166

statistics

, 167

task leadership and relations leadership scale

, 167

procedure

, 164–166

assessment of tasks

, 165–166

Introductory Task Questionnaire

, 165

set-up and preliminary questionnaire

, 164–165

Wonderlic Personnel Test

, 164

results

, 167–168

mediation effects

, 168

regression analysis

, 169

structural equation modeling

, 168

setting and participants

, 163–164

Employee engagement

, 91

extroversion, conscientiousness, and neuroticism

, 95–96

Enduring engagement

, 91

Entrepreneurial finance

, 182–183

Environmental esthetic

, 236–237, 239–240

Executive development

, 242

Face

, 212–213

Group-based emotions

, 114–115

High activation positive affect (HAP)

, 216

Higher-power persons

, 5

ERA and

, 16

patterns of social thought and action

, 6–7

stress-induced cognitive tendencies

, 7–8

Honor

, 212–213

Honor cultures

, 210, 213, 216–217

Individual work engagement

, 135

In-group collectivism

, 213

In-group identification–intergroup schadenfreude, study of relationship between

design

, 121

discussion

, 125–129

hypothesis development

, 120

limitations of study

, 127–128

materials

aggressive behavior towards out-group member

, 122

Domain Interest Scale measure

, 122–123

group identification

, 122

schadenfreude measure

, 122

participants

, 122

pilot study

, 121

practical implications

, 129

procedure

, 123

results

relationship between in-group identification and intergroup schadenfreude

, 123–124

relationship between in-group identification and tendency to aggress against out-group

, 124–125

theoretical implications

, 128–129

Intentional Change Theory (ICT)

, 229, 239

Intergroup emotion

, 114–115

Intergroup Emotions Theory (IET)

, 114–115

Intrinsic motivation

, 136–137

Investment opportunity evaluation

, 183–184

Job satisfaction, study of impact of leaders’ emotional display

discussion

, 62–63

implications for research and practice

, 62–63

negative outcomes of leaders’ surface-acting

, 62

positive outcomes of leaders’ deep-acting

, 62

hypothesis development

, 51–54

effect of leader’s emotional labor

, 54–56

leadership style, role of

, 51–52

negative outcomes of leaders’ surface-acting

, 55

positive outcomes of leaders’ deep-acting

, 55–56

subordinates’ job satisfaction

, 51–52

subordinates’ perceived leaders’ creating value for community

, 53, 56

limitations of study

, 63

method

conceptual skills measurement

, 57–58

creating value for community measurement

, 57

data analysis

, 59

deep-acting measurement

, 58

emotional healing measurement

, 57

empowerment measurement

, 58

ethical behavior measurement

, 58

job satisfaction measurement

, 57

leaders’ emotional labor measurement

, 58

measurement of helping attitude of leaders

, 58

natural expression measurement

, 59

putting subordinate first measurement

, 58

sample and procedure

, 56–57

servant leadership measurement

, 57

surface-acting measurement

, 58

organizational effectiveness

, 48–49

results

association between leaders’ creating value for community and job satisfaction

, 61, 62

correlation matrix

, 59

descriptive statistics

, 60

hierarchical linear modeling on job satisfaction

, 59–62

servant leadership

, 48–49, 52–54

Leader development

, 227–228

Leader-Member Exchange (LMX) theory

, 228

Leaders

, 227

difference between managers and

, 227

Leadership

, 227

difference between management and

, 227

empathy and

, 162

influence and

, 163

intelligence and

, 163

Leadership authenticity–emotional labor relation, study of

, 23–24

hypothetical framework

, 23–27

limitations of study

, 42

managerial implications

, 41–42

measures

control variables

, 31

emotional labor

, 30

followers’ perceived authenticity

, 31

leaders’ perceived authenticity

, 31

positive and negative emotions

, 30

method

, 28–31

design and procedure

, 29–30

diary study method

, 29

reliability estimates

, 30

respondents

, 29–30

results

association between deep-acting and followers’ perceived authenticity

, 38

association between genuine-acting and followers’ perceived authenticity

, 38

association between negative emotions and deep-acting

, 32, 40–41

association between positive emotions and genuine-acting

, 32–37

association between surface-acting and followers’ perceived authenticity

, 37

association between surface-acting and leaders’ self-perceived authenticity

, 42

descriptive statistics

, 31, 33, 34, 35, 36

emotion regulation strategy, effects of

, 43

hypotheses testing

, 31–38

see also traffic police officials

Leadership development

, 226–227

authentic

, 228–229

distinction between leader development and

, 227–228

initiatives

, 228

quantitative and qualitative studies on

, 229–230

research review

, 228–230

Leadership-related variables

, 161–162

Leadership research and theory

, 228

Life-long learners

, 238–239

Lower-power persons

, 5

cognitive and behavioral flexibility of

, 7

stress-induced cognitive tendencies

, 7–8

recognizing and deciphering social information

, 8

“Manufactured” display of emotions

, 22–23

Model of Leader Attributes and Leader Performance

, 160

Negative group affective tone (NGAT)

, 152–153

Organizational citizenship behaviors (OCB)

, 228–229

Outstanding C-suite leaders

, 242–243

Peer perceptions

, 161

Positive Emotional Attractor (PEA)

, 240

Positive group affective tone (PGAT)

, 134–135

beneficial effect of

, 135

creativity linkage

, 135

team-level and individual-level effects of

, 135

Positive group affective tone (PGAT)–team/individual creativity, study of relationship

, 135–136

directions for future research

, 152–153

hypothesis development

enhancing effect on individual creativity

, 138–139

mediating role of individual work engagement

, 136–137, 146–148

mediating role of team information exchange

, 137–138, 148–149

role of supervisory encouragement

, 138–140

substituting effect of supervisor support

, 139–140

limitations of study

, 152–153

difficulty of making causal inferences

, 152

issues of common method variance (CMV)

, 152

measures

individual creativity

, 142

positive group affective tone

, 141

supervisory support

, 143

team information exchange

, 143

team’s creativity

, 142

work engagement

, 141–142

method

control variables

, 143

data aggregation

, 144

data analysis

, 144–145

sample

, 140–141

validity of measures

, 143–144

practical implications

, 151–152

results

Hierarchical Linear Modeling analysis

, 146, 147

hypothesis testing

, 146–149

statistics

, 145–146

theoretical implications

, 150–153

Power

association with emotion recognition

, 4–5

defined

, 4

Power–ERA linkage, study of

, 4–6

with emotional intelligence

, 16

individuals’ stress experiences

, 7–8

under lower-stress conditions

, 7–8

limitations and future research directions

, 14–16

methodology

control variables

, 10

individuals’ ERA measures

, 9–10

measures

, 9–10

power measures

, 10

sample and data collection

, 9

stress experiences at work, measurement of

, 10

negative association

, 16

practical implications

, 16

results

descriptive statistics

, 11, 12

hierarchical regression analysis

, 13

hypothesis testing

, 11

sociocognitive consequences

, 15

theoretical background

, 6–7

theoretical implications

, 11–14

‘Professional’ vs ‘community-oriented’ policing dichotomy

, 29

Psychological well-being

, 215–216

Relationship-oriented leadership

, 92–93

Relations-oriented leaders

, 161–162

Schadenfreude

, 114–115

in-group identification and intergroup

, 116–118

and aggression towards out-group members

, 118–119

intergroup

, 129

in zero-sum environments

, 129

see also in-group identification–intergroup schadenfreude, study of relationship between

Self-criticisism

, 217

Self-defensive strategies

, 211–212

Self-enhancement

, 214–215, 217

Self-uncertainty

, 211–212

emotional wellbeing and

, 217

Servant leader, defined

, 53

Social comparison

, 213–215

Social intelligence awareness of others

, 240

Societal collectivism

, 213

State work engagement

, 91

day-to-day fluctuations in

, 93

Surface-acting emotional display

, 37, 42

Talent strategies

, 226

Task-oriented leaders

, 161–162

Team information exchange

, 135

Traffic police officials

developing leadership skills

, 29

effect of emotional labor experienced by

, 29

emotional vulnerability of

, 42

see also leadership authenticity–emotional labor relation, study of

Trait-based leadership studies

, 160

Transformational leadership

, 92–93

United States presidential elections, 2016

, 114

Upward affiliation

, 215

Upward affiliative emotions

, 215

“Upward drive” concept

, 214

Upward evaluative emotions

, 215

Vigor

, 136–137

Western, educated, industrialized, rich, and democratic (WEIRD) societies

, 218–219

Work engagement

, 92–93

core components

, 92–93

daily diary studies

, 93

personality and

, 95–97

predictor of

, 92–93

weekday patterns

, 93–94

Work engagement, study of predictable pattern in

diary survey measures

, 98

discussion

, 102–106

patterns of absorption and engagement

, 103

relation between neuroticism and pattern of engagement

, 102–103, 104, 106

hypothesis development

, 94, 96, 97

methods

participants and procedure

, 97

practical implications

, 105–106

pre-diary measures

Big Five personality traits

, 98

control variables

, 98

results

daily diary reports

, 99

descriptive statistics and inter-correlations

, 99

multilevel models predicting changes in work engagement

, 99, 100, 101

personality traits as predictors in work engagement

, 99–102

strengths and limitations of study

, 104–105

Workplace resources

, 92–93