Muhammad Salman Rashid, Jarrod Haar, Peter McGhee
International Journal of Manpower, Vol. 46, No. 10, pp.60-76
Little is known about how followers can influence leaders through affect display. This paper explores the relationship between follower affect and leader support through the mediating processes of leader social mindfulness and leader affect.
This paper is based on two studies (Pakistan and New Zealand) and employs a multisource time-lagged design. Multilevel analysis was conducted using the MLwiN program to test hypotheses.
Follower positive affect has a beneficial impact on leader support behavior, and negative affect has a detrimental effect. Leader affect and social mindfulness partially mediate these direct relationships.
Leaders should acknowledge that followers, too, can influence them via affect display. Organizations need to train leaders to boost their emotional intelligence.
This research provides additional evidence on follower-leader influences. It adds to leadership literature by providing a novel understanding of the underlying mechanisms of how follower affect can shape leader factors.
