Research On The Influence Of Interpersonal Emotion Management Of Leaders On Employees’ Job Performance

Emotional states are closely linked to an individual’s physical and psychological wellbeing.Negative emotions in organizations often originate in the workplace,and not all employees can effectively manage their negative emotions.The impact of leadership behaviour on employees is increasingly prominent today and one of the key expressions of leadership is how effectively it deals with the negative feelings of subordinates,so leaders have an obligation to help their subordinates confront the problems they encounter in their work and life.The role of emotions in the leadership literature has focused on leaders’ emotional performance,expressive processes(e.g.emotional labour)and emotion-related competencies(e.g.emotional intelligence)and their effects on followers,with little attention paid to the active or conscious behaviors that leaders adopt to manage followers’ emotions.Furthermore,most of the existing literature examines interpersonal emotion management as an overall variable,with very little research on its individual dimensions,and even less on the boundary conditions of the relationship between interpersonal emotion management and outcome variables.It is therefore important to explore the impact of the four dimensions of leader interpersonal emotion management on employees and to further consider their differential effects in different contexts.This paper therefore focuses on the relationship between the dimensions of interpersonal emotion management and employee performance,introduces employee recovery experience as a mediating variable,and also explores the moderating role of employee’s relational schema between different types of strategies and employee recovery experience.Firstly,by sorting out and summarizing the concepts,dimensions,measurement methods and current status of research on leader interpersonal emotion management,job performance,employee recovery experience and relational schema,the research hypothesis and model of this paper were proposed based on social exchange theory and conservation of resources theory;Secondly,84 questionnaires of leaders and 418 questionnaires of employees were collected by matching leaders and collecting them at two time points.SPSS 26 and Amos 24 were used for statistical analysis of the questionnaire data.And the findings indicated that the leader interpersonal emotion management sub-dimensions(i.e.,situation modification,cognitive change,attentional deployment,and modulate the emotional response)had significant effects on employees’ recovery experiences and job performance.Situation modification and cognitive change had significant positive effects on employees’ recovery experience and job performance,while attentional deployment and modulate the emotional response had significant negative effects on employees’ recovery experience and job performance;employees’ recovery experience mediated the relationship between the sub-dimensions of interpersonal emotion management and employees’ job performance;and employees’ instrumental and affective relational schema moderated the relationship between the attentional deployment and employees’ recovery experience.This study enriches and expands the literature on leadership behaviour and employee recovery experiences and job performance,and explores the boundary mechanisms of leaders’ interpersonal emotion management.In addition,this study enhances managers’ perceptions of the effectiveness of interpersonal emotion management and helps to optimize the leadership management model of a business or organization.