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This paper studies loneliness in leaders and their followers in a horticultural company based in Mexico. We used literatures on emotions in organizational life, leadership, and loneliness to develop hypotheses regarding the differential prototypical scripts that can be generative of loneliness in leaders and followers. Data from 28 leaders and 235 followers indicate that while loneliness scores do not significantly differ between leaders and followers, the predictors of loneliness differ between leaders and followers, with emotional connection and mutuality predicting loneliness in leaders but not in followers. We discuss these findings in relation to the literature on leader-follower relationships. [ABSTRACT FROM AUTHOR]

We present a theoretical analysis of the differential effects of leader emotion expression on follower short-term and long-term engagement. Specifically, we present general propositions of leader emotion management and regulation across the emotion dimensions of valence and arousal. We propose a process model explaining how leaders can strategically regulate their enactment of these bipolar emotion dimensions to produce temporally-divergent follower engagement. We conclude by explicating theoretical and practical implications of our propositions and suggesting opportunities for future research. [ABSTRACT FROM AUTHOR]

Although a growing number of popular-press leadership writers argue loneliness is an important topic affecting organizational effectiveness, little is known about the construct and why some leaders experience it while others manage to escape it. We have very little empirical data about the prevalence of being 'lonely at the top', how loneliness is experienced by leaders, what leads to it, or the psychological and/or organizational consequences of leader loneliness. Yet there is a robust literature on the phenomenon of loneliness at the individual level in the general population. This paper explores the conceptual and empirical connections between loneliness and leadership. While the literature in this area is far from mature, we review existing research on various aspects of loneliness and leadership and link these with other related concepts such as emotion regulation, narcissism, trust, and empathy. We conclude with a discussion on implications for future research and practice. [ABSTRACT FROM AUTHOR]

While emotion and leadership is a burgeoning topic in organizational research, little is still known about the actual emotion-related behaviors of leaders, the granulated mechanisms that underlie these behaviors, and the contingencies that influence their relevance in the generation of beneficial organizational outcomes. Through an inductive, multiple-case study drawing from 22 semi-structured interviews with individuals that have alternately occupied leader and follower roles in a wide array of contexts, I develop a model of the behaviors, mechanisms, contingencies, and outcomes of the leader employment of emotional labor and regulation tactics. I uncover that emotions are temporally and socially situated, that effective emotion-related leadership behaviors comprise three dimensions of emotion juxtaposition--valence, social, and display--and that these dimensions are operationalized through the mechanisms of developmental concern and nuanced holistic interest. I further discover that these leader behaviors lead to positive organizational outcomes such as follower loyalty, developmental growth, and engagement, and that these relationships depend on the leader traits of authenticity and competence and the contextual factors of transcendent motives and status differentiation. Implications for leadership research and practice are discussed. [ABSTRACT FROM AUTHOR]

It is widely believed that, due to the Internet, never in human history have human beings been so connected with each other as they are today. Another view, however, holds that while technology-enabled communication has put people more in contact with each other, it has not generally led to healthy relationships in which people feel connected with each other. In this paper, I examine two forms of social relations-being in contact with others ("contactedness") and being emotionally connected with others (connectedness)- each uniquely affected by technology-mediated communication. Through an understanding of the unique impact of digital devices on these two forms of interaction, I develop a model to explicate the effects of connectivity on the quality of interpersonal relationships in organizations. I theorize that three antecedents of connectedness empathy, authenticity, and emotion regulation--act as mechanisms in the influence of technology-mediated communication on connectedness, and develop specific propositions and a theoretical model related to the mediating effects of these antecedents. I conclude by explicating the theoretical and practical implications of these propositions on organizational effectiveness--especially in relation to teamwork, decision-making, and organizational performance--and suggest opportunities for future research. [ABSTRACT FROM AUTHOR]