Leader interpersonal emotion regulation and innovation in teamsCitation formats

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Leader interpersonal emotion regulation and innovation in teams. / Madrid, Hector; Niven, Karen; Vasquez, Cristian.

In: Journal of Occupational and Organizational Psychology, 02.08.2019.

Research output: Contribution to journalArticle

Harvard

Madrid, H, Niven, K & Vasquez, C 2019, 'Leader interpersonal emotion regulation and innovation in teams', Journal of Occupational and Organizational Psychology.

APA

Madrid, H., Niven, K., & Vasquez, C. (Accepted/In press). Leader interpersonal emotion regulation and innovation in teams. Journal of Occupational and Organizational Psychology.

Vancouver

Madrid H, Niven K, Vasquez C. Leader interpersonal emotion regulation and innovation in teams. Journal of Occupational and Organizational Psychology. 2019 Aug 2.

Author

Madrid, Hector ; Niven, Karen ; Vasquez, Cristian. / Leader interpersonal emotion regulation and innovation in teams. In: Journal of Occupational and Organizational Psychology. 2019.

Bibtex

@article{03fb6b27a1344bf4b5c9261f02224524,
title = "Leader interpersonal emotion regulation and innovation in teams",
abstract = "Interpersonal emotion regulation is an important psychological function in social behavior. However, this construct has still been scantly explored in work psychology and organizational settings, meaning that the effects of interpersonal emotion regulation on core aspects of work performance are as yet unknown. In order to address this omission, our article seeks to provide insight into how, in the context of teamwork in organizations, leaders can enhance team effectiveness by using interpersonal emotion regulation to capitalize on the important role that affect plays in team innovation. Using a multisource field study, we tested and supported a model in which leaders’ attempts to improve their team members’ emotions were positively related to team innovation via team positive affective tone. Conversely, leader affect-worsening regulation was negatively related to team innovation via team negative affective tone. Our findings indicate that interpersonal regulation of emotions within teams matters for shared affect and team performance and informs practitioners that assessing and training leaders in interpersonal emotion regulation could benefit team effectiveness.",
author = "Hector Madrid and Karen Niven and Cristian Vasquez",
year = "2019",
month = "8",
day = "2",
language = "English",
journal = "Journal of Occupational and Organizational Psychology",
issn = "0963-1798",
publisher = "John Wiley & Sons Ltd",

}

RIS

TY - JOUR

T1 - Leader interpersonal emotion regulation and innovation in teams

AU - Madrid, Hector

AU - Niven, Karen

AU - Vasquez, Cristian

PY - 2019/8/2

Y1 - 2019/8/2

N2 - Interpersonal emotion regulation is an important psychological function in social behavior. However, this construct has still been scantly explored in work psychology and organizational settings, meaning that the effects of interpersonal emotion regulation on core aspects of work performance are as yet unknown. In order to address this omission, our article seeks to provide insight into how, in the context of teamwork in organizations, leaders can enhance team effectiveness by using interpersonal emotion regulation to capitalize on the important role that affect plays in team innovation. Using a multisource field study, we tested and supported a model in which leaders’ attempts to improve their team members’ emotions were positively related to team innovation via team positive affective tone. Conversely, leader affect-worsening regulation was negatively related to team innovation via team negative affective tone. Our findings indicate that interpersonal regulation of emotions within teams matters for shared affect and team performance and informs practitioners that assessing and training leaders in interpersonal emotion regulation could benefit team effectiveness.

AB - Interpersonal emotion regulation is an important psychological function in social behavior. However, this construct has still been scantly explored in work psychology and organizational settings, meaning that the effects of interpersonal emotion regulation on core aspects of work performance are as yet unknown. In order to address this omission, our article seeks to provide insight into how, in the context of teamwork in organizations, leaders can enhance team effectiveness by using interpersonal emotion regulation to capitalize on the important role that affect plays in team innovation. Using a multisource field study, we tested and supported a model in which leaders’ attempts to improve their team members’ emotions were positively related to team innovation via team positive affective tone. Conversely, leader affect-worsening regulation was negatively related to team innovation via team negative affective tone. Our findings indicate that interpersonal regulation of emotions within teams matters for shared affect and team performance and informs practitioners that assessing and training leaders in interpersonal emotion regulation could benefit team effectiveness.

M3 - Article

JO - Journal of Occupational and Organizational Psychology

JF - Journal of Occupational and Organizational Psychology

SN - 0963-1798

ER -