Relating supervisor interpersonal emotion management- and task-oriented leadership to adaptive performance: a moderated-mediation model incorporating trust and gender

Abstract

PurposeThe authors incorporated leadership and gender theories with research on trust to propose a model relating interpersonal emotion management (IEM, a type of relational leadership) and task-oriented (T-O) leadership to follower adaptive performance. The authors also examine the indirect effect of IEM and T-O on adaptive performance via trust and the possible moderating role of gender on these relationships.Design/methodology/approachThe authors tested this model using a sample of 314 workers who rated their direct leaders (supervisors).FindingsOverall, results supported the model for IEM as it was directly and indirectly related (via trust) to adaptive job performance (even after controlling for transformational leadership) and these relationships were more positive for women leaders. T-O leadership was related to adaptive job performance as expected but was unrelated to trust or, via trust, to adaptive performance. Findings also suggest that women direct leaders may garner more trust and adaptive performance from followers by engaging in higher levels of IEM, while also not experiencing backlash for engaging in the more agentic T-O behaviors during a crisis.Practical implicationsDespite an emphasis on women's relational leadership during a crisis, the authors findings show organizations are best served by ambidextrous leaders who can manage the emotions and tasks of their followers and that both women and men can engage in these leadership styles without penalty.Originality/valueMuch research regarding women's leadership advantage during a crisis is based on political leaders or has been conducted in lab settings. Further, it has focused on attitudes toward the women leaders rather than their performance. Research has also not considered both IEM along with the possible backlash women may experience for engaging in T-O leadership.