Date of Award

12-2016

Document Type

Thesis

Degree Name

Master of Science (MS)

Department

Psychology

First Advisor

Erin M. Richard

Second Advisor

Jessica L. Wildones

Third Advisor

Christopher A. Podlesnik

Fourth Advisor

Mary Beth Kenkel

Abstract

A key aspect of successful management includes a leader’s responsibility to manage employees’ emotions (Leavitt & Bahrami, 1988). This form of management can be reflected in a number of behaviors, such as demonstrating consideration and support for employees, providing frequent emotional “uplifts,” and managing interactions and relationships among coworkers (Kaplan, Cortina, Ruark, LaPort, & Nicolaides, 2014). Emotion-related skills and abilities have been supported as critical assets in management (e.g., George, 2000; Pescosolido, 2002). However, this evidence has not been sufficiently verified in a cross-cultural setting. The cultural value of gender egalitarianism, or the degree of gender role differentiation in a society (House, Hanges, Javidan, Dorfman, & Gupta, 2004), is hypothesized to moderate the extent to which leader emotion management (LEM) behavior is linked to effectiveness. Although that particular relationship is not supported in this research, exploratory analyses indicated a potential link between gender egalitarianism and gender-based differences in leader emotion management behavior.

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