Abstract
This study examined the moderating effects of emotional contagion, including leaders' emotional contagion and subordinates' emotional susceptibility, on the relationship between transformational leadership and subordinates' job involvement. By investigating 210 soldiers from eight companies of the Taiwan Army, a three-way interaction effect was found. For leaders with high emotional contagion, the positive relationship between transformational leadership and subordinates' job involvement was stronger for subordinates' with high (versus low) susceptibility. For leaders with low emotional contagion, no such interaction was found. We discuss the implications of these findings for future research in this area.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
