ABSTRACT
The experience and display of emotions in organizations can be adaptive or maladaptive, depending on how individuals interpret and manage such experiences (Ashkanasy & Humphrey, 2011; Barsade & Gibson, 2007). This is particularly true in leadership domains where research suggests the use and appropriate management of emotions is a key part of effective leadership (Ashkanasy & Daus, 2002; Erez, Misangyi, Johnson, & LePine, 2008; George, 2000; Gooty, Connelly, Griffith, & Gupta, 2010; Sy, Côté, & Saavedra, 2005). The potential for a range of emotions to increase positive organizational outcomes and minimize negative ones perpetuates interest in understanding the relationship of emotion management capabilities to leader performance and how these capabilities can be developed.
