Followers sometimes perform better when their leader expresses anger and sometimes when the leader expresses happiness. We propose that this inconsistency can be solved by considering potential conflict between leader emotions and follower social-relational goals, operationalized in terms of...

While Leader-Member Exchange (LMX) research shows that leaders engage in different kinds of relationships with different followers, it remains somewhat of an enigma why one and the same relationship is often rated differently by a leader and the respective follower. We seek to fill that...

Leadership often serves as an explanatory category for performance outcomes (i.e., failure and success). This process can strengthen or weaken leadership effectiveness, because contingent on their performance leaders may gain or lose follower endorsement - the basis of leadership. Drawing on the...

Team reflexivity, or the extent to which teams reflect upon and modify their functioning, has been identified as a key factor in the effectiveness of work teams. As yet, however, little is known about the factors that play a role in enhancing team reflexivity, and it is thus important to develop...

Research suggests that leader displays of positive affect are conducive to attributions of charisma. We qualify and extend this conclusion by arguing that this mainly holds for displays of positive affect that are associated with high levels of arousal. Results of a scenario experiment and a...