Emotion Regulation and Its Implications for Leadership: An Integrative Review and Future Research Agenda

被引：41

作者：

Haver, Annie ^{[1
]}

Akerjordet, Kristin ^{[2
]}

Furunes, Trude ^{[3
,4
]}

机构：

[1] Univ Stavanger, N-4036 Stavanger, Norway

[2] Univ Stavanger, Fac Social Sci, Dept Hlth Studies, N-4036 Stavanger, Norway

[3] Univ Stavanger, Norwegian Sch Hotel Management, N-4036 Stavanger, Norway

[4] Univ Stavanger, Fac Social Sci, N-4036 Stavanger, Norway

来源：

JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES | 2013年 / 20卷 / 03期

关键词：

deep acting; emotion regulation; leaders; leadership; integrative review; surface acting; REGULATION STRATEGIES; TRANSFORMATIONAL LEADERSHIP; INDIVIDUAL-DIFFERENCES; JOB-SATISFACTION; MODERATING ROLE; LABOR; INTELLIGENCE; WORK; SERVICE; PERFORMANCE;

D O I：

10.1177/1548051813485438

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

This integrative review synthesizes research on emotion regulation and its implications for leadership, from both leaders' and followers' perspectives. Regulating one's emotions is considered an area of key competence associated with effective and good leadership. Three themes emerged from the preliminary synthesis: (a) emotion regulation strategies as facilitators of health, (b) emotion regulation strategies as facilitators of job outcome, and (c) emotion regulation as barriers to health and job outcomes. Findings revealed that leaders' emotion competencies, cultural understanding, and coaching ability and the quality of leader-member relationships seem particularly important for the efficiency of emotion regulation. Methodological shortcomings and future research are discussed.

引用

页码：287 / 303

页数：17

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