is no doubt in the scientific literature that mood affects the team leader. This contagion effect has been experimentally studied and analyzed with greater subtlety, and the result is always the same: conditional emotional state emotional state of his team. Not only that, many studies go further and analyze the influence of their emotional state even in the customers and the possible effects of that. So do not hesitate, when awakens in the morning think about how you feel that day. And from there, no doubt, stick to their will. I want to change my mind constantly but you have decided to have a positive and energetic morning.
In studies of George (1996) and George and Brief (1992) confirmed that the leader he was excited, enthusiastic and energetic were more likely to transmit this power to members of his team. Similarly, if the leader was feeling stressed and hostile negatively activate their followers. This perspective is clear in the literature of transformational leader where such leaders use strong emotions to stimulate feelings similar in their audiences (and Janungo Conger, 1998). In specific studies carried ends with workers in low organizational power, it was shown that if they were offended or humiliated by someone senior, experienced levels of hatred towards the offender with ratings ranging from moderate to high (Fitness, 2000). Similarly, if you were treated unfairly by the anger felt superior to him / her. Moreover, Lewis (2000) in a laboratory study found that the fans who watched their leaders expressed anger felt more nervous and less relaxed than those fans who watched their leaders express sadness or express emotion. Also, if followers were exposed to the sadness of their leader, they were less excited and more fatigue. From this, we can conclude the importance not only to express positive emotions but also the regulation of negative emotions in work settings.
In studies of George (1996) and George and Brief (1992) confirmed that the leader he was excited, enthusiastic and energetic were more likely to transmit this power to members of his team. Similarly, if the leader was feeling stressed and hostile negatively activate their followers. This perspective is clear in the literature of transformational leader where such leaders use strong emotions to stimulate feelings similar in their audiences (and Janungo Conger, 1998). In specific studies carried ends with workers in low organizational power, it was shown that if they were offended or humiliated by someone senior, experienced levels of hatred towards the offender with ratings ranging from moderate to high (Fitness, 2000). Similarly, if you were treated unfairly by the anger felt superior to him / her. Moreover, Lewis (2000) in a laboratory study found that the fans who watched their leaders expressed anger felt more nervous and less relaxed than those fans who watched their leaders express sadness or express emotion. Also, if followers were exposed to the sadness of their leader, they were less excited and more fatigue. From this, we can conclude the importance not only to express positive emotions but also the regulation of negative emotions in work settings.
PD. Dedicated to Monica V. for his tenacity and desire in the study of emotions in organizations.
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