Do networks get emotional? The role of leaders’ emotions for (network) success

References

• Ashkanasy, N. M. 2003. “Emotions in Organizations: A Multi-Level Perspective.” In Multi-Level Issues in Organizational Behavior and Strategy (Research in Multi-Level Issues, edited by F. Dansereau and F.J. Yammarino, 9–54. Vol. 2. Bingley: Emerald Group Publishing Limited.
   Google Scholar
• Ashkanasy, N. M., C. E. Ashton-James, and P. J. Jordan. 2003. “Performance Impacts of Appraisal and Coping with Stress in Workplace Settings: The Role of Affect and Emotional Intelligence.” In Emotional and Physiological Processes and Positive Intervention Strategies (Research in Occupational Stress and Well Being, edited by P.L. Perrewe and D.C. Ganster, 1–43. Vol. 3. Bingley: Emerald Group Publishing Limited.
   Google Scholar
• Ashkanasy, N. M., and P. J. Jordan. 2008. “A Multi-Level View of Leadership and Emotion.” In Affect and Emotion: New Directions in Management Theory and Research, edited by Ronald H. Humphrey, 17–39. Charlotte, NC: Information Age Publishing.
   Google Scholar
• Baron, R. A. 1990. “Environmentally Induced Positive Affect: Its Impact on Self– Efficacy, Task Performance, Negotiation, and Conflict.” Journal of Applied Social Psychology 20 (5, Pt 2): 368–384. https://doi.org/10.1111/j.1559-1816.1990.tb00417.x.
   Web of Science ®Google Scholar
• Barry, B., I. S. Fulmer, and G. Van Kleef. 2004. “I Laughed, I Cried, I Settled: The Role of Emotion in Negotiation.” In The Handbook of Negotiation and Culture: Theoretical Advances and Cross– Cultural Perspectives, edited by M. J. Gelfand and J. M. Brett, 71–94. Palo Alto, CA: Stanford University Press.
   Google Scholar
• Barsade, S. G. 2002. “The Ripple Effect: Emotional Contagion and Its Influence on Group Behavior.” Administrative Science Quarterly 47 (4): 644–675. https://doi.org/10.2307/3094912.
   Web of Science ®Google Scholar
• Barsade S. G., Gibson D. E. 1998 “Group emotion: A view from top and bottom.” In Gruenfeld D., Mannix E. A., Neale M. A. (eds.), Research on Managing Groups and Teams, Vol. 1, 81–102. Stamford, CT: JAI Press.
   Google Scholar
• Barsade, S. G., and D. E. Gibson. 2007. “Why Does Affect Matter in Organizations?” Academy of Management Perspectives 21 (1): 36–59. https://doi.org/10.5465/amp.2007.24286163.
   Web of Science ®Google Scholar
• Bericat, E. 2016. “The Sociology of Emotions: Four Decades of Progress.” Current Sociology 64 (3): 491–513. 2016. https://doi.org/10.1177/0011392115588355.
   Web of Science ®Google Scholar
• Bolden, R. 2011. “Distributed Leadership in Organizations: A Review of Theory and Research.” International Journal of Management Reviews 13 (3): 251–269. https://doi.org/10.1111/j.1468-2370.2011.00306.x.
   Web of Science ®Google Scholar
• Bono, J. E., and R. Ilies. 2006. “Charisma, Positive Emotions and Mood Contagion.” The Leadership Quarterly 17 (4): 317–334. https://doi.org/10.1016/j.leaqua.2006.04.008.
   Web of Science ®Google Scholar
• Carter, D. R., L. A. DeChurch, M. T. Braun, and N. S. Contractor. 2015. “Social Network Approaches to Leadership: An Integrative Conceptual Review.” Journal of Applied Psychology 100 (3): 597–622. https://doi.org/10.1037/a0038922.
   PubMed Web of Science ®Google Scholar
• Casciaro, T., Sigal G. Barsade, Amy C. Edmondson, Cristina B. Gibson, David Krackhardt, and Giuseppe (Joe) Labianca. 2015. “The Integration of Psychological and Network Perspectives in Organizational Scholarship.” Organization Science 26 (4): 1162–1176. https://doi.org/10.1287/orsc.2015.0988.
   Web of Science ®Google Scholar
• Chi, N.-W., A. A. Grandey, J. A. Diamond, and K. R. Krimmel. 2011. “Want a Tip? Service Performance as a Function of Emotion Regulation and Extraversion.” Journal of Applied Psychology 96 (6): 1337–1346. https://doi.org/10.1037/a0022884.
   PubMed Web of Science ®Google Scholar
• Chi, N.-W., and T.-R. Ho. 2014. “Understanding When Leader Negative Emotional Expression Enhances Follower Performance: The Moderating Roles of Follower Personality Traits and Perceived Leader Power.” Human Relations 67 (9): 1051–1072. https://doi.org/10.1177/0018726714526626.
   Web of Science ®Google Scholar
• Connelly, S., and G. Ruark. 2010. “Leadership Style and Activating Potential Moderators of the Relationships Among Leader Emotional Displays and Outcomes.” The Leadership Quarterly 21 (5): 745–764. https://doi.org/10.1016/j.leaqua.2010.07.005.
   Web of Science ®Google Scholar
• Crevani, L., M. Lindgren, and J. Packendorff. 2010. “Leadership, Not Leaders: On the Study of Leadership as Practices and Interactions.” Scandinavian Journal of Management 26 (1): 77–86. https://doi.org/10.1016/j.scaman.2009.12.003.
   Web of Science ®Google Scholar
• Cristofoli, D., and L. Macciò. 2018. “To Wind a Skein into a Ball: Exploring the Concept and Measures of Public Network Performance.” Public Management Review 20 (6): 896–922. https://doi.org/10.1080/14719037.2017.1363904.
   Web of Science ®Google Scholar
• Cristofoli, D., and J. Markovic. 2016. “How to Make Public Networks Really Work: A Qualitative Comparative Analysis.” Public Administration 94 (1): 89–110. https://doi.org/10.1111/padm.12192.
   Web of Science ®Google Scholar
• Cristofoli, D., B. Trivellato, M. Micacchi, and G. Valotti. 2023. “Finally Throwing Those Wellies Away? Collaborating in Search of a Solution for Venice Flooding.” Environmental Management 71 (3): 587–600. https://doi.org/10.1007/s00267-022-01727-3.
   PubMed Web of Science ®Google Scholar
• Cristofoli, D., B. Trivellato, A. Sancino, L. Maccio’, and J. Markovic. 2021. “Public Network Leadership and the Ties That Lead.” Journal of Management & Governance 25 (1): 251–274. https://doi.org/10.1007/s10997-020-09505-1.
   Web of Science ®Google Scholar
• Cristofoli, D., B. Trivellato, and S. Verzillo. 2019. “Network Management as a Contingent Activity. A Configurational Analysis of Managerial Behaviours in Different Networks Settings.” Public Management Review 21 (12): 1775–1800. https://doi.org/10.1080/14719037.2019.1577905.
   Web of Science ®Google Scholar
• Cropanzano, R., and T. Wright. 2001. “When a “Happy” Worker is Really a “Productive” Worker: A Review and Further Refinement of the Happy-Productive Worker Thesis.” Consulting Psychology Journal: Practice and Research 53 (3): 182–199. https://doi.org/10.1037/1061-4087.53.3.182.
   Google Scholar
• Crosby, B., and J. M. Bryson. 2017. “Why Leadership of Public Leadership Research Matters: And What to Do About It.” Public Management Review 20 (9): 1265–1286. https://doi.org/10.1080/14719037.2017.1348731.
   Web of Science ®Google Scholar
• Currie, G., S. Grubnic, and R. Hodges. 2011. “Leadership in Public Services Networks: Antecedents, Process and Outcome.” Public Administration 89 (2): 242–264. https://doi.org/10.1111/j.1467-9299.2011.01931.x.
   Web of Science ®Google Scholar
• Damasio, A. R. 1994. Descartes’ Error: Emotion, Reason and the Human Brain. New York: G.P. Putnam.
   Google Scholar
• Dasborough, M. T., and N. M. Ashkanasy. 2002. “Emotion and Attribution of Intentionality in Leader-Member Relationships.” The Leadership Quarterly 13 (5): 615–634. https://doi.org/10.1016/S1048-9843(02)00147-9.
   Web of Science ®Google Scholar
• Denzin, N. K., and Y. S. Lincoln. 1994. “Introduction. Entering the Field of Qualitative Research.” In Handbook of Qualitative Research, edited by N. K. Denzin and Y. S. Lincoln, 1–34. Thousand Oaks, CA: Sage.
   Google Scholar
• Drescher, G., and Y. Garbers. 2016. “Shared Leadership and Commonality: A Policy-Capturing Study.” The Leadership Quarterly 27 (2): 200–217. https://doi.org/10.1016/j.leaqua.2016.02.002.
   Web of Science ®Google Scholar
• Drescher, M. A., M. A. Korsgaard, I. M. Welpe, A. Picot, and R. T. Wigand. 2014. “The Dynamics of Shared Leadership: Building Trust and Enhancing Performance.” Journal of Applied Psychology 99 (5): 771–783. https://doi.org/10.1037/a0036474.
   PubMed Web of Science ®Google Scholar
• Eberly, M. B., and C. T. Fong. 2013. “Leading via the Heart and Mind: The Roles of Leader and Follower Emotions, Attributions and Interdependence.” The Leadership Quarterly 24 (5): 696–711. https://doi.org/10.1016/j.leaqua.2013.05.003.
   Web of Science ®Google Scholar
• Eisenhardt, K. 1989. “Building Theories from Case Study Research.” The Academy of Management Review 14 (4): 532–550. https://doi.org/10.2307/258557.
   Web of Science ®Google Scholar
• Eshuis, J., N. de Boer, and E. H. Klijn. 2022. “Street-Level Bureaucrats’ Emotional Intelligence and Its Relation with Their Performance.” Public Administration 101 (3): 804–821. https://doi.org/10.1111/padm12841.
   Web of Science ®Google Scholar
• Fischer, K. W., P. R. Shaver, and P. Carnochan. 1990. “How Emotions Develop and How They Organize Development.” Cognition and Emotion 4 (2): 81–127. https://doi.org/10.1080/02699939008407142.
   Web of Science ®Google Scholar
• Fisher, C. D., and N. M. Ashkanasy. 2000. “Special Issue on Emotions in Work Life.” Journal of Organizational Behavior 21 (2): 123–129. edited by. https://doi.org/10.1002/(SICI)1099-1379(200003)21:2<123:AID-JOB33>3.0.CO;2-8.
   Google Scholar
• Fox, S., and P. E. Spector. 2000. “Relationship of Emotional Intelligence, Practical Intelligence, General Intelligence, and Trait Affectivity with Interview Outcomes: It’s Not All Just “G.”.” Journal of Organizational Behavior 21 (2): 203–220. https://doi.org/10.1002/(SICI)1099-1379(200003)21:2<203:AID-JOB38>3.0.CO;2-Z.
   Google Scholar
• Frijda, N. H. 1986. The Emotions. Cambridge, UK: Cambridge University Press.
   Google Scholar
• Gaddis, B., S. Connelly, and M. D. Mumford. 2004. “Failure Feedback as an Affective Event: Influences of Leader Affect on Subordinate Attitudes and Performance.” The Leadership Quarterly 15 (5): 663–686. https://doi.org/10.1016/j.leaqua.2004.05.011.
   Web of Science ®Google Scholar
• Game, A. M. 2008. “Negative Emotions in Supervisory Relationships: The Role of Relational Models.” Human Relations 61 (3): 355–393. https://doi.org/10.1177/0018726708088998.
   Web of Science ®Google Scholar
• George, J. M. 1995. “Leader Positive Mood and Group Performance: The Case of Customer Service.” Journal of Applied Social Psychology 25 (9): 778–794. https://doi.org/10.1111/j.1559-1816.1995.tb01775.x.
   Web of Science ®Google Scholar
• George, J. M. 2011. “Dual Tuning: A Minimum Condition for Understanding Affect in Organizations?” Organizational Psychology Review 1 (2): 147–164. https://doi.org/10.1177/2041386610390257.
   Web of Science ®Google Scholar
• George, J. M., and K. Bettenhausen. 1990. “Understanding Prosocial Behavior, Sales Performance, and Turnover: A Group-Level Analysis in a Service Context.” Journal of Applied Psychology 75 (6): 698–709. https://doi.org/10.1037/0021-9010.75.6.698.
   Web of Science ®Google Scholar
• Glomb, T. M., and C. L. Hulin. 1997. “Anger and Gender Effects in Observed Supervisor–Subordinate Dyadic Interactions.” Organizational Behavior and Human Decision Processes 72 (3): 281–307. https://doi.org/10.1006/obhd.1997.2741.
   PubMed Web of Science ®Google Scholar
• Hallinger, P., and R. H. Heck. 2010. “Collaborative Leadership and School Improvement: Understanding the Impact on School Capacity and Student Learning.” School Leadership & Management 30 (2): 95–110. https://doi.org/10.1080/13632431003663214.
   Google Scholar
• Hareli, S., and A. Rafaeli. 2008. “Emotion Cycles: On the Social Influence of Emotion in Organizations.” Research in Organizational Behavior 28:35–59. https://doi.org/10.1016/j.riob.2008.04.007.
   Web of Science ®Google Scholar
• Harmon-Jones, C., B. Bastian, E. Harmon-Jones, and A. Aleman. 2016. “The Discrete Emotions Questionnaire: A New Tool for Measuring State Self-Reported Emotions.” PLoS ONE 11 (8): e0159915. https://doi.org/10.1371/journal.pone.0159915.
   PubMed Web of Science ®Google Scholar
• Hatfield, E., J. Cacioppo, and R. Rapson. 1994. Emotional contagion. New York: Cambridge University Press.
   Google Scholar
• Hochschild, A. R. 1983. The Managed Heart: Commercialization of Human Feeling. Berkeley, California: Univ of California Press.
   Google Scholar
• Huang, X., J. Iun, A. Liu, and Y. Gong. 2010. “Does Participative Leadership Enhance Work Performance by Inducing Empowerment or Trust? The Differential Effects on Managerial and Nonmanagerial Subordinates.” Journal of Organizational Behavior 31 (1): 122–143. https://doi.org/10.1002/job.636.
   Web of Science ®Google Scholar
• Huxham, C., and S. Vangen. 2000. “Leadership in the Shaping and Implementation of Collaboration. How Things Happen in a (Not Quite) Joined-Up World.” Academy of Management Journal 43 (6): 1159–1175. https://doi.org/10.2307/1556343.
   Web of Science ®Google Scholar
• Huy, Q. N. 2002. “Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers.” Administrative Science Quarterly 47 (1): 31–69. https://doi.org/10.2307/3094890.
   Web of Science ®Google Scholar
• Irvin, R., and J. Stansbury. 2004. “Citizen Participation in Decision Making is It Worth the Effort.” Public Administration Review 64 (1): 55–65. https://doi.org/10.1111/j.1540-6210.2004.00346.x.
   Web of Science ®Google Scholar
• Johnson, D. R. 2009. “Emotional Attention Set-Shifting and Its Relationship to Anxiety and Emotion Regulation.” Emotion 9 (5): 681–690. https://doi.org/10.1037/a0017095.
   PubMed Web of Science ®Google Scholar
• Johnson, G., and S. Connelly. 2014. “Negative Emotions in Informal Feedback: The Benefits of Disappointment and Drawbacks of Anger.” Human Relations 67 (10): 1265–1290. https://doi.org/10.1177/0018726714532856.
   Web of Science ®Google Scholar
• Joiner, T. E. 1994. “Contagious Depression: Existence, Specificity to Depressed Symptoms, and the Role of Reassurance Seeking.” Journal of Personality and Social Psychology 67 (2): 287–296. https://doi.org/10.1037/0022-3514.67.2.287.
   PubMed Web of Science ®Google Scholar
• Keast, R. 2016. “Shining a Light into the Black Box of Collaboration.” In The Three Sector Solution: Delivering Public Policy in Collaboration with Not-For-Profits and Business, edited by J. Butcher and D. Gilcrest, 157–180. Canberra: ANU Press.
   Google Scholar
• Keast, R., and M. P. Mandell. 2014. “A Composite Theory of Leaderships and Management: Process Catalyst and Strategic Leveraging – Theory of Deliberate Action in Collaborative Networks.” In Network Theory in the Public Sector: Building New Theoretical Frameworks, edited by R Keast, MP Mandell, and R Agranoff, 33–50. New York, USA: Routledge, Taylor & Francis.
   Google Scholar
• Keast, R., M. P. Mandell, K. Brown, and G. Woolcock. 2004. “Network Structures: Working Differently and Changing Expectations.” Public Administration Review 64 (3): 363–371. https://doi.org/10.1111/j.1540-6210.2004.00380.x.
   Web of Science ®Google Scholar
• Kelly, J. R., and S. G. Barsade. 2001. “Mood and Emotions in Small Groups and Work Teams.” Organizational Behavior and Human Decision Processes 86 (1): 99–130. https://doi.org/10.1006/obhd.2001.2974.
   Web of Science ®Google Scholar
• Keltner, D., and J. Haidt. 1999. “Social Functions of Emotions at Four Levels of Analysis.” Cognition & Emotion 13 (5): 505–521. https://doi.org/10.1080/026999399379168.
   Web of Science ®Google Scholar
• Klijn, E. H., J. Edelenbos, and B. Steijn. 2010. “Trust in Governance Networks: Its Impacts on Outcomes.” Administration & Society 42 (2): 193–221. https://doi.org/10.1177/0095399710362716.
   Web of Science ®Google Scholar
• Klijn, E. H., V. Sierra, T. Ysa, E. Berman, J. Edelenbos, and D. Y. Chen. 2016. “The Influence of Trust on Network Performance in Taiwan, Spain, and the Netherlands: A Cross-Country Comparison.” International Public Management Journal 19 (1): 111–139. https://doi.org/10.1080/10967494.2015.1115790.
   Web of Science ®Google Scholar
• Komporozos‐Athanasiou, A., and M. Thompson. 2015. “The Role of Emotion in Enabling and Conditioning Public Deliberation Outcomes: A Sociological Investigation.” Public Administration 93 (4): 1138–1151. https://doi.org/10.1111/padm.12188.
   Web of Science ®Google Scholar
• Lazarus, R. S. 1991. Emotion and Adaptation. New York: Oxford University Press.
   Google Scholar
• Lazarus, R. S., and Y. Cohen-Charash. 2001. “Discrete Emotions in Organizational Life.” In Emotions at Work: Theory, Research, and Applications for Management, edited by R. L. Payne and C. L. Cooper, 45–81. Chichester, UK: Wiley.
   Google Scholar
• Levitats, Z., E. Vigoda-Gadot, and D. R. Vashdi. 2019. “Engage Them Through Emotions: Exploring the Role of Emotional Intelligence in Public Sector Engagement.” Public Administration Review 79 (6): 841–852. https://doi.org/10.1111/puar.13113.
   Web of Science ®Google Scholar
• Lewis, K. M. 2000. “When Leaders Display Emotion: How Followers Respond to Negative Emotional Expression of Male and Female Leaders.” Journal of Organizational Behaviour 21 (2): 221–234. https://doi.org/10.1002/(SICI)1099-1379(200003)21:2<221:AID-JOB36>3.0.CO;2-0.
   Web of Science ®Google Scholar
• Lindebaum, D., and S. Fielden. 2011. “‘It’s Good to Be angry’: Enacting Anger in Construction Project Management to Achieve Perceived Leader Effectiveness.” Human Relations 64 (3): 437–458. https://doi.org/10.1177/0018726710381149.
   Web of Science ®Google Scholar
• Liu, S., J. Hu, Y. Li, Z. Wang, and X. Lin. 2014. “Examining the Cross-Level Relationship Between Shared Leadership and Learning in Teams: Evidence from China.” The Leadership Quarterly 25 (2): 282–295. https://doi.org/10.1016/j.leaqua.2013.08.006.
   Web of Science ®Google Scholar
• Lyubomirsky, S., L. King, and E. Diener. 2005. “The Benefits of Frequent Positive Affect: Does Happiness Lead to Success?” Psychological Bulletin 131 (6): 803–855. https://doi.org/10.1037/0033-2909.131.6.803.
   PubMed Web of Science ®Google Scholar
• Mandell, M., and R. Keast. 2009. “Another Look at Leadership in Collaborative Networks: Process Catalysts.” In Public Sector Leadership: International Challenges and Perspectives, edited by A. Raffel, P. Leisink, and A. E. Middlebrooks, 163–178. Cheltenham: Edward Elgar.
   Google Scholar
• Mariani, L., B. Trivellato, M. Martini, and E. Marafioti. 2022. “Achieving Sustainable Development Goals Through Collaborative Innovation: Evidence from Four European Initiatives.” Journal of Business Ethics: JBE 180 (4): 1075–1095. https://doi.org/10.1007/s10551-022-05193-z.
   Web of Science ®Google Scholar
• McGuire, M., and C. Silvia. 2009. “Does Leadership in Networks Matter? Examining the Effect of Leadership Behaviors on managers’ Perceptions of Network Effectiveness.” Public Performance & Management Review 33 (1): 34–62. https://doi.org/10.2753/PMR1530-9576330102.
   Web of Science ®Google Scholar
• Meier, K. J., and L. J. O’Toole. 2002. “Public Management and Organizational Performance: The Effect of Managerial Quality.” Journal of Policy Analysis and Management 21 (4): 629–643. https://doi.org/10.1002/pam.10078.
   Web of Science ®Google Scholar
• Miles, M. B., and A. M. Huberman. 1994. Qualitative Data Analysis: An Expanded Sourcebook. Thousand Oaks, CA: Sage Publications.
   Google Scholar
• Morse, R. 2010. “Integrative Public Leadership: Catalyzing Collaboration to Create Public Value.” The Leadership Quarterly 21 (2): 231–245. https://doi.org/10.1016/j.leaqua.2010.01.004.
   Web of Science ®Google Scholar
• Müller-Seitz, G. 2012. “Leadership in Interorganizational Networks: A Literature Review and Suggestions for Future Research.” International Journal of Management Reviews 14 (4): 428–443. https://doi.org/10.1111/j.1468-2370.2011.00324.x.
   Web of Science ®Google Scholar
• Murphy, J., M. L. Rhodes, J. W. Meek, and D. Denyer. 2017. “Managing the Entanglement: Complexity Leadership in Public Sector Systems.” Public Administration Review 77 (5): 692–704. https://doi.org/10.1111/puar.12698.
   Web of Science ®Google Scholar
• Newcombe, M. J., and N. M. Ashkanasy. 2002. “The Role of Affect and Affective Congruence in Perceptions of Leaders: An Experimental Study.” The Leadership Quarterly 13 (5): 601–614. https://doi.org/10.1016/S1048-9843(02)00146-7.
   Web of Science ®Google Scholar
• Nicolaides, V. C., K. A. Laport, T. R. Chen, A. J. Tomassetti, E. J. Weis, S. J. Zaccaro, and J. M. Cortina. 2014. “The Shared Leadership of Teams: A Meta-Analysis of Proximal, Distal, and Moderating Relationships.” The Leadership Quarterly 25 (5): 923–942. https://doi.org/10.1016/j.leaqua.2014.06.006.
   Web of Science ®Google Scholar
• Ospina, S. M. 2017. “Collective Leadership and Context in Public Administration: Bridging Public Leadership Research and Leadership Studies.” Public Administration Review 77 (2): 275–287. https://doi.org/10.1111/puar.12706.
   Web of Science ®Google Scholar
• Patton, M. Q. 1990. Qualitative Research and Evaluation Methods. Newbury Park: Sage.
   Google Scholar
• Provan, K. G., and K. Huang. 2012. “Resource Tangibility and the Evolution of a Publicly Funded Health and Human Services Network.” Public Administration Review 72 (3): 366–375. https://doi.org/10.1111/j.1540-6210.2011.02504.x.
   Web of Science ®Google Scholar
• Provan, K. G., and B. H. Milward. 2001. “Do Networks Really Work? A Framework for Evaluating Public Sector Organizational Networks.” Public Administration Review 61 (4): 414–423. https://doi.org/10.1111/0033-3352.00045.
   Web of Science ®Google Scholar
• Raab, J., R. S. Mannak, and B. Cambré. 2015. “Combining Structure, Governance, and Context: A Configurational Approach to Network Effectiveness.” Journal of Public Administration Research and Theory 25 (2): 479–511. https://doi.org/10.1093/jopart/mut039.
   Web of Science ®Google Scholar
• Robyn, Keast, and P. Mandell Myrna. 2013. “Network Performance: A Complex Interplay of Form and Action.” International Review of Public Administration 18 (2): 27–45. doi:10.1080/12294659.2013.10805251.
   Google Scholar
• Schaubroeck, J. M., and P. Shao. 2012. “The Role of Attribution in How Followers Respond to the Emotional Expression of Male and Female Leaders.” The Leadership Quarterly 23 (1): 27–42. https://doi.org/10.1016/j.leaqua.2011.11.003.
   Web of Science ®Google Scholar
• Schwartz, B., A. Ward, J. Monterosso, S. Lyubomirsky, K. White, and D. R. Lehman. 2002. “Maximizing versus Satisficing: Happiness is a Matter of Choice.” Journal of Personality and Social Psychology 83 (5): 1178–1197. https://doi.org/10.1037/0022-3514.83.5.1178.
   PubMed Web of Science ®Google Scholar
• Schwarz, G., N. Eva, and A. Newman. 2020. “Can Public Leadership Increase Public Service Motivation and Job Performance?” Public Administration Review 80 (4): 543–554. https://doi.org/10.1111/puar.13182.
   Web of Science ®Google Scholar
• Silard, A., and M. T. Dasborough. 2021. “Beyond Emotion Valence and Arousal: A New Focus on the Target of Leader Emotion Expression within Leader–Member Dyads.” Journal of Organizational Behaviour 42 (9): 1186–1201. https://doi.org/10.1002/job.2513.
   Web of Science ®Google Scholar
• Silvia, C., and M. McGuire. 2010. “Leading Public Sector Networks: An Empirical Examination of Integrative Leadership Behaviors.” The Leadership Quarterly 21 (2): 264–277. https://doi.org/10.1016/j.leaqua.2010.01.006.
   Web of Science ®Google Scholar
• Spector, P. E., and S. Fox. 2002. “An Emotion-Centered Model of Voluntary Work Behavior: Some Parallels Between Counterproductive Work Behavior and Organizational Citizenship Behavior.” Human Resource Management Review 12 (2): 269–292. https://doi.org/10.1016/S1053-4822(02)00049-9.
   Google Scholar
• Staw, B. M., and S. G. Barsade. 1993. “Affect and Managerial Performance: A Test of the Sadder-But-Wiser Vs. Happier and- Smarter Hypothesis.” Administrative Science Quarterly 38 (2): 304–331. https://doi.org/10.2307/2393415.
   Web of Science ®Google Scholar
• Staw, B. M., and Y. Cohen-Charash. 2005. “The Dispositional Approach to Job Satisfaction: More Than a Mirage, but Not Yet an Oasis: Comment.” Journal of Organizational Behavior 26 (1): 59–78. https://doi.org/10.1002/job.299.
   Web of Science ®Google Scholar
• Sy, T., and J. N. Choi. 2013. “Contagious Leaders and Followers: Exploring Multi-Stage Mood Contagion in a Leader Activation and Member Propagation (LAMP) Model.” Organizational Behavior and Human Decision Processes 122 (2): 127–140. https://doi.org/10.1016/j.obhdp.2013.06.003.
   Web of Science ®Google Scholar
• Sy, T., S. Côté, and R. Saavedra. 2005. “The Contagious Leader: Impact of the Leader’s Mood on the Mood of Group Members, Group Affective Tone, and Group Processes.” Journal of Applied Psychology 90 (2): 295–305. https://doi.org/10.1037/0021-9010.90.2.295.
   PubMed Web of Science ®Google Scholar
• Sy, T., C. Horton, and R. Riggio. 2018. “Charismatic Leadership: Eliciting and Channeling Follower Emotions.” The Leadership Quarterly 29 (1): 58–69. https://doi.org/10.1016/j.leaqua.2017.12.008.
   Web of Science ®Google Scholar
• Tellegen, A. 1985. “Structures of Mood and Personality and Their Relevance to Assessing Anxiety, with an Emphasis on Self-Report.” In Anxiety and the Anxiety Disorders, edited by A.H. Tuma and J.D. Maser, 681–706. Illsdale, NJ: Erlbaum.
   Google Scholar
• Thompson, L. L., J. Nadler, and P. H. Kim. 1999. “Some Like It Hot: The Case for the Emotional Negotiator.” In Shared Cognition in Organizations: The Management of Knowledge, edited by L.L. Thompson, J.M. Levine, and D.M. Messick, 139–161. Mahwah, NJ: Erlbaum.
   Google Scholar
• Tickle-Degnan, L., and N. M. Puccinelli. 1999. “The Nonverbal Expression of Negative Emotions: Peer and Supervisor Responses to Occupational Therapy students’ Emotional Attributes.” The Occupational Therapy Journal of Research 19:18–39. https://doi.org/10.1177/153944929901900102. 1
   Google Scholar
• Trivellato, B., L. Mariani, M. Martini, and D. Cavenago. 2019. “Leading Knowledge Mobilization for Public Value: The Case of the Congestion Charge Zone (Area C) in Milan.” Public Administration 97 (2): 311–324. https://doi.org/10.1111/padm.12559.
   Web of Science ®Google Scholar
• Turrini, A., D. Cristofoli, F. Frosini, and G. Nasi. 2010. “Networking Literature About Determinants of Network Effectiveness.” Public Administration 88 (2): 528–550. https://doi.org/10.1111/j.1467-9299.2009.01791.x.
   Web of Science ®Google Scholar
• Van Kleef, G. A., C. Anastasopoulou, and B. A. Nijstad. 2010. “Can Expressions of Anger Enhance Creativity? A Test of the Emotions as Social Information (EASI) Model.” Journal of Experimental Social Psychology 46 (6): 1042–1048. https://doi.org/10.1016/j.jesp.2010.05.015.
   Web of Science ®Google Scholar
• Visser, V. A., D. van Knippenberg, G. A. van Kleef, and B. Wisse. 2013. “How Leader Displays of Happiness and Sadness Influence Follower Performance: Emotional Contagion and Creative versus Analytical Performance.” The Leadership Quarterly 24 (1): 172–188. https://doi.org/10.1016/j.leaqua.2012.09.003.
   Web of Science ®Google Scholar
• Wang, D., D. A. Waldman, and Z. Zhang. 2014. “A Meta-Analysis of Shared Leadership and Team Effectiveness.” Journal of Applied Psychology 99 (2): 181–198. https://doi.org/10.1037/a0034531.
   PubMed Web of Science ®Google Scholar
• Watson, D., and L. A. Clark. 1984. “Negative Affectivity: The Disposition to Experience Aversive Emotional States.” Psychological Bulletin 96 (3): 465–490. https://doi.org/10.1037/0033-2909.96.3.465.
   PubMed Web of Science ®Google Scholar
• Wind, M. E. D., E. Klaster, and C. P. M. Wilderom. 2021. “Leading Networks Effectively: Literature Review and Propositions.” Journal of Leadership Studies 14 (4): 21–44. https://doi.org/10.1002/jls.21728.
   Web of Science ®Google Scholar
• Yin, R. K. 1984. Case Study Research: Design and Methods. Beverly Hills: Sage.
   Google Scholar
• Ysa, T., V. Sierra, and M. Esteve. 2014. “Determinants of Network Outcomes: The Impact of Management Strategies.” Public Administration 92 (3): 636–655. https://doi.org/10.1111/padm.12076.
   PubMed Web of Science ®Google Scholar