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Impact Factor: 2.

Impact Factor: 2012: 2.711 Thomson Reuters Journal Citation Reports 2013

5-Year Impact Factor: 3.784 Imprint: ELSEVIER ISSN: 1048-9843

Special issue on Leadership and Emotions

Modern day organizations are fraught with changes and challenges, including constantly evolving technology and marketplaces, diversity, bullying, political and industrial reforms and regulations. Whereas affect and emotions have always played a central role in workplace research, the new challenges and realities described above require that effective leadership include useful ways of understanding the effects of emotions in the workplace and managing emotions in a variety of ways. Two reviews of affect and emotions in leadership in the last two years in the Leadership Quarterly (Gooty, Connelly, Griffith & Gupta, 2010; Rajah, Song & Arvey, 2011) highlight the significant contributions of affect and emotions in the process of leading and follower reactions to it. Despite these contributions, the literature is fairly scarce concerning the specific implications of discrete emotions and emotion regulation. This special issue calls for papers that introduce novel ideas on the role of discrete emotions and emotion regulation in leadership. A few illustrative examples of topics with a special focus on building in levels of analysis and new measures are as follows: 1. 2. 3. 4. 5. 6. 7. 8. Effectiveness of emotion regulation strategies of leaders How leaders influence, positively or negatively, the emotional regulation of followers and groups of followers The role of felt and displayed discrete emotions such as anger, guilt, shame, joy, compassion in leading self and others effectively (e.g., emotional labor) The dark-side of leadership and emotions Multilevel theories and tests of emotions in leadership at intra-individual, dyadic, group, organizational levels (e.g., Ashkanasy, 2003) Advances and alternatives in measurement of discrete emotions or emotion regulation strategies in leadership contexts Emotion processes in leadership (contagion, regulation) Asymmetrical effects of positive versus negatively valenced discrete emotions, that is, when discrete emotion such as anger and guilt might lead to desirable outcomes whereas pride and joy lead to undesirable outcomes Organizational or situational factors influencing leader or follower emotion regulation in leadership contexts


Three important points concerning these illustrative topics should be emphasized. First, theoretical as well as empirical papers employing quantitative methods or rigorous qualitative methods with the leader as a focus are welcome. This focus implies that the leader/s or leadership should be an active and important part of a study not simply follower perceptions of a target leader. Second, whereas emotion regulation is included in various conceptualizations of Emotional Intelligence (EI), controversies still surround the construct(s), measurement, and utility of EI in leadership. This special issue will not include papers on EI. That said, it is important to consider how emotion regulation incrementally predicts outcomes beyond competing traits and skills like the big five personality factors or social skills (Zaccaro, 2012). Third, we seek papers that correctly align levels of analysis in theory,

methods and inference. For example, the study of discrete emotions in organizational field research requires the use of event-based designs or experience sampling. The editors for this special issue are Shane Connelly (University of Oklahoma) and Janaki Gooty (UNC, Charlotte). Questions concerning acceptable topics or clarifications could be directed to Shane at or Janaki at Deadline for submission of manuscripts is May 1, 2014. Decision letters will be provided to author(s) by September 1, 2014. Revisions must be completed over the next six months. We expect to publish the special issue in 2015. All authors who would like to submit manuscripts for this special issue must do so online at fault.asp. The corresponding author should register in the system, and then submit the manuscript on behalf of all the authors of the manuscript. Please make sure that when submitting to the system, authors select the article type for the special issue on Leadership and Emotions. All other submission instructions can be found at Please contact the journal office, for assistance with online submissions. References: Ashkanasy, N.A. (2003). Emotions in organizations: A multi-level perspective. In F. Dansereau, & F.J. Yammarino (Eds.), Research in Multi-Level Issues (Vol. 2) (pp. 9-54). Oxford, UK: Elsevier Science. Gooty, J., Connelly, S., Griffith, J., & Gupta, A. (2010). Leadership, affect and emotions: A state of the science review. The Leadership Quarterly, 21 (6): 979-1004. Rajah, R., Song., Z., & Arvey, R.D. ( 2011). Emotionality and leadership: taking stock of the past decade of research. The Leadership Quarterly, 22(6): 1107-1119. Zaccaro, S. J. (2012). Individual differences and leadership: Contributions to a third tipping point. The Leadership Quarterly, 23(4), 718-728.