![]() Affective Event Theorists (AET) have considered how workplace events influence employees’ emotions ( Weiss and Cropanzano, 1996 Weiss et al., 1999). However, emotions tend to be stimulated by external events, and people are likely to encounter a large number of highly important and emotionally charged events at work. As such, they have a great understanding of how emotions are regulated ( Gross, 1998, 2006 Grandey, 2000). Researchers, who primarily study emotions tend to focus on internal affective experiences. Hence, a wide variety of leadership theories and approaches attribute an important role to emotional components, suggesting the usefulness of establishing a greater linkage between research on emotion and leadership. ![]() Likewise, leader-member exchange theorists state that affect is important to leader–follower relationships ( Schriesheim et al., 1999), and scholars developed leader-member exchange subscales to measure affect in terms of the amount of liking and friendship between leaders and followers ( Liden and Maslyn, 1998). Transformational leadership researchers acknowledge that leaders need to be charismatic and inspirational if they want followers to buy into their visions ( Bass and Riggio, 2006). Inspirational, charismatic leadership may be especially critical during times of crisis ( Halverson et al., 2004) or during times of great opportunities ( Conger, 2011) when emotions are likely to be highly engaged. In particular, charismatic leadership attributes an important role to the leader’s ability to inspire followers and create a sense of a common identity ( Conger and Kanungo, 1987 Conger et al., 2000 Conger, 2011). ![]() Key researchers across a variety of theoretical approaches have recognized that leadership is inherently an emotional process. This review examines emotions and leadership at five levels: within person, between persons, interpersonal, groups and teams, and organizational wide and integrates research on emotions, emotional contagion, and leadership to identify opportunities for future research for both emotions researchers and leadership researchers. Conversely, the literature on emotional labor and emotional contagion stands to provide insights into what makes leaders charismatic, transformational, or capable of developing high quality leader–follower relationships. The leadership literature on charisma, transformational leadership, leader-member exchange, and other theories have the potential to shed light on how rhetorical techniques and other leadership techniques influence emotional labor, emotional contagion, moods, and overall morale. In particular, researchers can better understand how the workplace context and leadership demands influence affective events. Emotions researchers will be able to more fully consider how leadership demands influence emotional processes. Leadership researchers will benefit by incorporating the research on emotional labor, emotional regulation, and happiness. ![]() A closer merging of the literature on emotions with the research on leadership may prove advantageous to both fields. ![]()
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