Leader-facilitated emotion management and perceived effectiveness: moderating roles of leader gender and culture

IF 3.8 Q2 MANAGEMENT

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL Pub Date : 2022-02-20 DOI:10.1080/13678868.2022.2039022

E. Richard, J. J. Walsh, S. Young

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引用次数: 3

Abstract

ABSTRACT Leader-facilitated emotion management (LEM), or behaviour aimed at helping followers regulate their negative emotion, is a key aspect of many leadership styles, yet expectations for such behaviour are likely to vary based on a leader’s gender and culture. Using archival multi-source data from a third-party provider of leadership development programmes, this study examines the cultural value of gender egalitarianism (GE), or the degree of gender role7 differentiation in a society, as a moderator of gender-based and LEM-based differences in leader effectiveness ratings. The positive relationship between LEM behaviour and leader effectiveness ratings was stronger in countries characterized as high (vs. low) on GE practice. LEM behaviour, leader gender, and country-level GE practice also exhibited a three-way interaction in relation to leader effectiveness ratings: In countries low in GE practice, the ‘boost’ in effectiveness ratings associated with high LEM behaviour was greater for female leaders than for male leaders. In countries high in GE practice, the ‘penalty’ associated with low LEM behaviour was greater for male leaders than for female leaders.

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领导者促进的情绪管理与感知效能:领导者性别和文化的调节作用

摘要领导者促进的情绪管理（LEM），或旨在帮助追随者调节负面情绪的行为，是许多领导风格的一个关键方面，但对这种行为的期望可能因领导者的性别和文化而异。本研究使用来自领导力发展计划第三方提供商的多源档案数据，考察了性别平等主义（GE）的文化价值，即社会中性别角色7的分化程度，作为领导者有效性评级中基于性别和基于LEM的差异的调节因素。LEM行为与领导者有效性评级之间的正相关关系在GE实践中表现为高（与低）的国家更强。LEM行为、领导者性别和国家层面的GE实践也表现出与领导者有效性评级相关的三方互动：在GE实践水平较低的国家，女性领导者与高LEM行为相关的有效性评级的“提升”大于男性领导者。在通用电气实践水平较高的国家，与低LEM行为相关的“惩罚”对男性领导人比对女性领导人更大。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL MANAGEMENT-

CiteScore

11.40

自引率

11.10%

发文量

期刊介绍： Human Resource Development International promotes all aspects of practice and research that explore issues of individual, group and organisational learning and performance. In adopting this perspective Human Resource Development International is committed to questioning the divide between practice and theory; between the practitioner and the academic; and between traditional and experimental methodological approaches. Human Resource Development International is committed to a wide understanding of ''organisation'' - one that extends through self-managed teams, voluntary work, or family businesses to global enterprises and bureaucracies. Human Resource Development International also commits itself to exploring the development of organisations and the life-long learning of people and their collectivity (organisation), their strategy and their policy, from all parts of the world. In this way Human Resource Development International will become a leading forum for debate and exploration of the interdisciplinary field of human resource development.