Image filters: Effects of emotion displays on followers' perceptions of principled leaders
| Autor | Flávia Cavazotte, Daniel Martins Abelha, Lucas Martins Turano |
| Cargo | Pontifícia Universidade Católica do Rio de Janeiro, Rio de Janeiro, RJ, Brazil/Pontifícia Universidade Católica do Rio de Janeiro, Rio de Janeiro, RJ, Brazil/Pontifícia Universidade Católica do Rio de Janeiro, Rio de Janeiro, RJ, Brazil |
https://bar.anpad.org.br
BAR − Brazilian Administration Review
Vol. 18, No. 1, Art. 3, e190142, 2021
https://doi.org/10.1590/1807-7692bar2021190142
Research Article
Image Filters: Effects of Emotion Displays on Followers’
Perceptions of Principled Leaders
Flávia Cavazotte1
Daniel Martins Abelha1
Lucas Martins Turano1
1 Pontifícia Universidade Católica do Rio de Janeiro, Rio de Janeiro, RJ, Brazil
Received 09 December 2019. This paper was with the authors for two revisions. Accepted 04 April 2021.
First published online 19 April 2021.
Editor-in-chief: Carlo Gabriel Porto Bellini (Universidade Federal da Paraíba, João Pe ssoa, PB, Brazil)
Associate editor: Patrícia Martins Fagundes Cabral (Universidade do Vale do Rio dos Sinos, São Leopoldo, RS,
Brazil)
Reviewers: Nuno Rebelo dos Santos (Universidade de Évora, Évora, Portugal), Clarissa Socal Cervo
(Universidade Federal Fluminense, Niterói, RJ, Brazil) and one anonymous reviewer
Editorial assistants: Kler Godoy and Simone Rafael (ANPAD, Maringá, PR, Brazil)
F. Cavazotte, D. M. Abelha, L. M. Turano 2
__________________________________ _________________________________ ____________________________________ __________
ABSTRACT
We analyze how followers re spond to principled and unprincipled leaders as they expr ess positive
and negative emotions, based on the moral tenets of authentic leadership theory. Grounded on
the theoretical principles of emotion contagion and cognitive interpretation, we propose that
negative affective displays taint followers’ perceptions of authentic leaders and that positive
affective displays brighten followers’ perceptions of inauthentic leaders. We tested these
hypotheses in two laboratory experiments. Results indicate that while negative affective displays
significantly disfavored perceptions about an authentic leader, positive affective displays did not
favor attitudes about the leader. In contrast, positive affective displays not only favored attitudes
toward an inauthentic leader but also positively influenced judgments regarding the leader’s
ethicality. Passive negative displays led to more favorable attitudes toward an inauthentic leader
than active negative displays. Our findings unveil followers’ susceptibility to distant leader’s
emotion displays, highlighting the nexus among leadership, emotions, and ethics, as well as their
relevance in the organizational and political arenas.
Keywords: principled leadership; authentic leadership; inauthentic leadership; leader distance;
emotion displays
JEL Code: D910
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