JRSSEM 2021, Vol. 01, No.5 , 455 – 466

E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494

DOI : 10.36418/jrssem.v1i5.45

THE ROLE OF ORGANIZATIONAL EMOTIONS IN

STRATEGIC LEADERSHIP: A LITERATURE REVIEW

Sudirman

1 Doctoral Program in Management Science, University of Malang, Indonesia

*e-mail: sudirman.2004139@students.um.ac.id

*Correspondence: sudirman.2004139@students.um.ac.id

Submitted: 17 November 2021, Revised: 13 December 2021, Accepted: 14 December 2021

Abstract. Emotions are human things. When people consider emotions from a strategic leadership

point of view, additional individual framing factors become unavoidable and play a role in an

organization's management process. This research aimed to evaluate the existing literature on

emotion and strategic leadership comprehensively. The study was a survey of the literature on

emotion and strategic leadership. Because of the search and exclusion criteria applied, only 24

articles were relevant. The texts were studied using the grounded theory method to build a new

theoretical model and identify essential characteristics of organizational emotion shifting. The

model tried to demonstrate how the interaction of human and organizational elements and the

task and problems faced by strategic leaders result in internal and external emotional shifts. This

literature survey and theoretical integration provided a starting point for further research. The

results show that the conceptualization of emotions in strategic leadership encompasses all five

levels: positive emotions, negative emotions, emotional empowerment (internal emotion shaping),

the establishment of external resources, and the use of power (external emotions shaping). The

research revealed that emotion in organizational shaping was a key variable. This variable identified

the numerous ways strategic leaders use emotion to shape organizations. It indicates that the

concept can bring the person (strategic leader) and organizational levels together. In light of the

limited literature, mainly focusing on strategic and emotional leadership, the model should be

tested as a foundation for future research.

Keywords: emotions management; strategic leadership; emotion in the organization.

Sudirman | 456

DOI :

INTRODUCTION

In leadership development, The

objective of this research was to provide a

comprehensive evaluation of the existing

literature on emotion and strategic

leadership. The study was a survey of the

literature on emotion and strategic

leadership. Because of the search and

exclusion criteria applied, only 24 articles

were relevant. The texts were studied using

the grounded theory method to build a

new theoretical model and identify

essential characteristics of organizational

emotion shifting. The model tried to

demonstrate how the interaction of human

and organizational elements and the task

and problems faced by strategic leaders

result in internal and external emotional

shifts. This literature survey and theoretical

integration provided a starting point for

further research.

Strategic leaders must use their

analytical skills to separate the pieces of a

problem or scenario and synthesize long-

term patterns in highly complex issues.

(Bass, Laden, & Burns, 2013) Executive

activities were articulated in greater detail,

focusing on holistic understanding, long-

term organizational goals, and the

organization's link to the environment. It

was accomplished through expansion and

reaching out to external stakeholders for

agreement. The organization's main

concern was acquiring and integrating

resources. The top priorities were reduced

uncertainty, increased stability and

resources, and reduced competitiveness

(Bass, 2007).

Aside from duty, an executive leader

differs from other levels of leadership in

that he or she has more power and

position. Organizations, it was once

thought, set formal and emotional rules for

the organization (Fineman, 2016). The

upper echelon theory argued this general

rule, which suggested that organizations

reflect executive managers' conditions and

values. As a result of their special status and

power, senior executives can easily

influence organizations. However, the

definitive study on the function of

emotions in strategic leadership is rare, and

no systematic evaluation has been

conducted.

The goal of this study was to conduct

a thorough review of the existing literature

on emotion and strategic leadership. This

study focused on strategic emotion and

some parts of the broader topic of general

leadership and emotion. Then came

"emotions," one of the most frequently

examined aspects of human life by experts

(Lazarus, 1999). Because of the multiple

extra individual framing aspects that

undoubtedly play a role when examining

emotions from a strategic leadership

perspective is considerably larger.

Organizational emotion was a model

that showed how the interaction of

individual factors with multiple tasks

challenged strategic leaders to lead the

Shape of internal and external emotions in

their leadership in an organization. This was

the starting point of a potential field for

exploring emotions and future challenges

for strategic leaders. This was necessary

because of the basic emotions that frame

strategic leaders' ability to influence

emotions in the organizations.

Sudirman | 457

According to several studies about

leadership (Erez et al., 2008), (Avolio &

Gardner, 2005), strategic leadership was

distinct from middle and lower-level

leadership because of the types of

organizational duties and responsibilities.

Because senior leaders must go "beyond"

the organization to observe things from a

different perspective, their tasks were

fundamentally different from those of

lower-level executives (Poder, 2004); in

comparison to lower-level executives who

must look "within" a more comprehensive

approach is taken (Klann, 2003).

Apart from responsibilities, an

executive leader's difference compared to

other leadership levels is increased power

and status. Traditionally, organizations set

formal rules and organizational emotional

rules (Fineman, 2008). Upper echelon

theory challenges this general rule and

suggests that organizations reflect the

conditions and values of executive

managers. Their unique status and power

make organizations easily influenced by the

executive leaders who run them. However,

research specific to the role of emotions in

strategic leadership is sparse and has not

been the subject of a comprehensive

review.

MATERIALS AND METHODS

The search method was conducted in

two steps to find the literature about

emotions at higher leadership levels. The

first: search the E-Journals database,

google scholar. Different combinations

were entered into the following search

words: “leadership, executive, strategic,

emotion." Each search included any

descriptors or combinations (Akbar, 2020).

Findings were limited to 2000-2020 to

focus on the most recent findings.

In the second step, due to the large

number of articles found during the search,

the limitation was made to improve the

quality of the findings. There were several

exceptions for publications not written in

English and unrelated to the research, such

as the requirement that they focus on or

apply to a higher level of leadership. For

leadership, executive, emotion, there were

86 articles found, while for leadership,

strategic, emotion, there were 50. Due to a

lack of relevance to the study, 112 articles

were eliminated. As a result, 24 items met

the requirements.

The technique of data analysis used

literature review findings as data. Using the

grounded theory (GTM) method, it was

analyzed to make theory through data

analysis (B. G. Glaser & Holton, 2004). It

means that other research papers in line

with the research were used as data (B.

Glaser & Strauss, 2014).

RESULTS AND DISCUSSION

The analysis was conducted in two steps.

Step 1: Articles were sorted using the

constant comparative method (B. G. Glaser

& Holton, 2004) into smaller and significant

parts of information that were either

descriptively labeled or coded. When new

code was discovered, every data element

was thoroughly compared and sorted into

groups. This process yielded four distinct

categories, including subcategories or

subjects, as depicted in Table 1.

Sudirman | 458

DOI :

Table 1. Empirical Research Findings on Emotion Management and Leadership Strategies

which Thematically Categorized

Category

Topic

Researcher

Emotion

Management

Cultural Emotion

Capital Emotion

(Fineman, 2016),

(Hochschild, 2015), (Huy &

Shipilov, 2012)

Leader Emotion

Emotional Intelligence

Emotional contagion

(George & Dane, 2016),

(Whitman, Kraus & Van

Rooy, 2014), (Kemper &

Shaltout, 2011), (Bono &

Yoon, 2012).

Tasks and Challenges

Strategic Leadership

Tasks of Strategic Leadership

Challenges of strategic leadership

(Bass, 2007), (Bass, Laden, &

Burns, 2013).

(Avolio & Yammarino, 2013),

(Poder, 2013), (Klann, 2015).

Emotion in

Organizational

Shaping

Internal Emotional Shaping:

- Positive Emotion

- Negative Emotion

- Emotional empowerment

External Emotion Shaping:

- Establishment of external

resources.

- The use of power

(Larsson et al., 2020), (Bass,

Laden, & Burns, 2013), (Huy

& Shipilov, 2012)

(Jones, 2016), (Lord & Dinh,

2014), (Stein & Levine, 2013),

(Larsson et al., 2020)

(Klann, 2015), (Campbell et

al., 2017), (Nilsson et al.,

2011), (Fors Brandebo et al.,

2013), (Goleman et al., 2013).

(Kutz & Bamford-Wade,

2014), (Larsson et al., 2020).

(Mahdi & Almsafir, 2014)

Source: Data processed (2021)

Strategic leaders use emotion in

various ways as an influencing tool to shape

organizations. Step 2: Further comparison

was conducted to find similarity, then it was

combined into four categories. These four

categories were made into a theoretical

model by applying comparative analysis.

According to (B. G. Glaser, 2002), a

comparative analysis was used to make a

theory, not to test it and find the

relationships between data components

when compiling categories.

A. Emotion Management

Leaders must be aware of

emotional acceptance, which had been

determined before by considering the

context and history of an organization.

The main points of previous research,

which described several elements of

emotion in different organizations, were

framed by the use of emotions by

Sudirman | 459

strategic leaders in organizations. This

superior category made the following

identified supporting categories:

cultural emotions and capital emotions.

(1) Cultural Emotion

There was a vibrant culture in a

corporation. Each workplace had its

language, habits, and meaning system,

which included formal and informal

norms concerning feelings that

employees were allowed or not allowed

to display (Fineman, 2016). These

external variables shape the vibrant

culture. Each business, in particular, has

its emotional framework of permissible

feelings.

Institutional emotional

management began with establishing

standards regarding how and what

emotions should be displayed at work. It

influenced people by projecting how

they should think and feel at work. Every

business has its own set of guidelines for

expressing unique emotions, ranging

from the most open to the most

stringent (Hochschild, 2015). As a result,

emotions communicate what is essential

and required of the leader. Individuals

are supposed to deconstruct emotions

using their understanding of the social

context in the emotional method. The

emotional expression of strategic

leaders can be shaped as the foundation

for building an organization's cultural

feelings using this notion.

(2) Capital Emotions

The accumulated feeling of positive

intention toward the company and how

it runs is capital emotion in

organizations (Huy & Shipilov, 2012).

They describe how emotions may be

leveraged as a type of organizational

capital by building assets in employees

that can be used to invest other

resources in the hopes of a future return.

In order to gain access to resources such

as support and information,

organizations can instill feelings of

goodwill or pleasant emotions in their

employees.

Authenticity, pride, attachment, and

enjoyment are four crucial components in

generating emotional capital, according to

(Huy & Shipilov, 2012). As a result, strategic

leaders who employ positive emotions to

develop capital emotions are critical to the

strategy's success.

B. Leaders’ Emotion

Strategic leaders' fundamental

emotional skills level was one of the

critical variables in their ability to affect

emotions. The data analysis defined the

fundamental emotional talents that

framed strategic leaders' ability to affect

emotions in organizations. Emotional

intelligence and emotional contagion

were used to create this higher category.

(1) Emotional Intelligence

This review appears as yet another

emotional skill in four separate

leadership sources, each with a define

descriptions. Emotional intelligence was

defined in the article as a set of verbal

and nonverbal abilities that enable a

person to generate, recognize, express,

comprehend, and assess their own and

others' emotions to guide cognition and

action in order to cope with demands

460 | The Role of Organizational Emotions in Strategic Leadership: A Literature Review

and pressures around them successfully

((Whitman, Kraus & Van Rooy, 2014). It

can be recognized as an "inter-person"

trait according to (Ashkanasy & Jordan,

2008) level 5-level model (level 2).

Emotional intelligence includes

evaluating and expressing emotions

(George & Dane, 2016). It is critical to

accurately predict emotions since

emotional input is used to make

decisions. People's ability to meet their

requirements and execute essential

duties depends on their ability to

articulate their emotions accurately.

(2) Emotional Contagion

Emotional contagion refers to the

ability to notice and feel emotions or

similar behaviors in others (Kemper &

Shaltout, 2011). This is a natural reaction

that is frequently visible in overt

conduct. Leaders' emotions are

supposedly linked to their followers'

feelings through emotional contagion,

both positively and adversely.

Employees can be inspired and

motivated by their leaders' positive

emotional responses on an individual

and group level. On the other hand,

distressed leaders are more likely to

share their feelings with their followers

(Bono & Yoon, 2012). The ability of a

leader to recognize and communicate

their emotions is critical for properly

managing the emotions of their

followers.

C. Tasks and Challenges Strategic Leaders

The tasks and challenges faced

by top leaders or executives differ from

those faced by mid-level and lower-level

leaders.

(1) Task Strategic Leaders

Many descriptions summarized

and explained the tasks faced by

strategic leaders in their job

descriptions. The duty compilation of

senior executive Bass (2007) includes

long-term planning and high-quality

cognitive mapping of the organization

and its environment, range of activity

boundaries, network development,

and consensus-building. Leadership

factors describing organizational

improvement through

transformational leadership were also

included as they were often described

as valid at the executive level. The

majority involve aspects of behavior

related to others, including using the

leader's emotional framing factors

(Bass, Laden, & Burns, 2013).

However, cognitive

responsibilities such as long-term

planning or cognitive mapping require

further investigation to determine the

relationship between emotional

framing factors. They entail the

responsibility for making major

organizational decisions that

significantly impact one's life. When a

firm, for example, needs to downsize

for the benefit or survival of the

company, senior leaders do long-term

analysis and planning that impacts

individual lives. An executive leader's

job description includes this type of

emotional problem.

(2) The Challenge of Strategic Leaders

The most common challenges to

Sudirman | 461

strategic leaders were focused on

organizational change, responding to

physical and emotional crises, and the

gap between executive leaders and

their subordinates. Organizational

change is frequently accompanied by

disagreement and the leader's fear of

losing face, necessitating emotional

management on the part of the leader

(Poder, 2013). Certain social positions

in society once provided individuals

with contextually independent

authority, but this is no longer the case.

On the other hand, individuals might

develop power by acting on their

feelings. As a result, power can be felt

as an emotion when employed for a

change.

Emotion in leadership was

challenged when leaders must respond

to a crisis as he surrounded by an

unstable emotional environment.

Communication, clarity of vision and

principles, and caring are three critical

strategies leaders can employ to

improve results in crises (Klann, 2015).

Despite the many obstacles that

strategic leadership faced, one key topic

related to emotion was the physical and

emotional gap between leaders and

subordinates.

The distance was one of the most

significant challenges executive leaders

face (Avolio & Yammarino, 2013). The

physical distance of the leader hurt

organizational commitment. It showed

that strategic leaders who face structural

and physical distance from their

workforce must alter their leadership to

overcome these barriers. A leader who

fails to elicit his subordinates' intrinsic

values or provide an inspirational vision

cannot anticipate high levels of

involvement or unity from his followers.

D. Emotion in Organizational Shaping

Strategic leaders employed

emotions to change their subordinates'

behaviors to complete internal and

external organizational tasks and

obstacles. Internal organizational

emotions Shaping and external

organizational emotions Shaping are

two issues covered in this area.

(1) Internal Organizational Emotions

Shaping

This category includes topics

related to the strategic leader's ability to

shape the internal emotional

environment by using his power to

influence the organization. In Shape the

internal organizational emotions,

leaders optimize positive emotions,

minimize negative emotions and

empower emotions to achieve

organizational goals

a. Positive Emotion

Leaders' employment of positive

emotions impacted their organizations

due to a combination of emotional

elements and the development of

emotional management aspects in

strategic leadership. Even if the divide is

still a concern, challenges occur in how

leaders can communicate cultural

sentiments to lower levels of the

business. According to the statistics, it

can be accomplished in two ways:

directly or indirectly. Executive leaders

can immediately develop capital

462 | The Role of Organizational Emotions in Strategic Leadership: A Literature Review

emotionally with their subordinates

(Huy & Shipilov, 2012). Another option

is for the leader to employ the indirect

Shape, which involves assigning

associate leaders to lower hierarchical

organizational chains (Larsson et al.,

2020). It primarily relied on the leader's

image, which he cultivated by exemplary

behavior.

Charismatic and transformational

leadership styles are two leadership

theories that involve using positive

emotions to encourage and inspire

followers. Charismatic leadership

positively impacts subordinates'

happiness emotions (Larsson et al.,

2020). (Erez et al., 2008) The leader's

rhetorical talent and personal ability to

attract and relate to others were

essential for charismatic leadership.

According to (Erez et al., 2008), this

attribute encourages subordinates to

follow the leader's vision since it fosters

identification with the leader and, as a

result, internalization of the vision.

Transformational leadership and

authentic leadership were closely

associated (Avolio & Yammarino, 2013);

transformational leadership was a

leadership theory that incorporated

many aspects of subordinates'

emotions. According to (Bass, Laden, &

Burns, 2013), transformational

leadership is characterized by the

concept of charisma, or the ability of

leaders to elicit emotions in their

subordinates through their own

emotions. To summarize, the leader's

emotional and organizational framing

factors were critical in motivating

subordinates to complete the

organization's internal responsibilities.

This topic has been examined in several

contemporary leadership theories.

b. Negative Emotion

Overloading emotions was an

experience where people were in a bad

emotional situation, making them

unable to think effectively (Jones, 2016).

Classic stress and anxiety symptoms

such as tightness, unpleasant facial

expressions, perspiration, and fast

breathing were described. These

physiological symptoms and impaired

cognitive function naturally have a

catastrophic effect in a crisis. It

presented a challenge for strategic

leaders to proactively and reactively deal

with overload emotions in crisis for

themselves and their associate leaders.

There were numerous approaches

to reducing negative feelings. Through

diversionary methods, neutralizing was

thought to prevent the appearance of

undesirable emotions (Lord & Dinh,

2014). Emotions were employed to sum

up, or distinguish possibly distressing

emotions from behaviors that were

deemed inappropriate. Humor, for

example, can be used to normalize the

experience of something disturbing into

a more acceptable frame of reference.

Several research claimed that utilizing

this method in crises resulted in

emotional decline (Stein & Levine, 2013)

and (Larsson et al., 2020). In crises,

people must remain cool or maintain a

safe distance from their work to

maintain professionalism in their work

and tasks. Leaders at the highest levels

Sudirman | 463

involved in crisis circumstances showed

relatively little emotion (Silverstein et al.,

2008) and (Larsson et al., 2020). This was

attributable to organizationally

established emotional regimes, such as

informal expectations about emotional

expression from the hierarchy's top

leaders who used emotion management

tactics.

In addition, a person's anxiety level

can interfere with their tasks (Stein &

Levine, 2013). Stein stated that realistic

anxiety awareness during critical periods

helps handle acute situations. In other

words, the situation needs to be

normalized but not underestimated or

even exaggerated to be worse than the

actual condition. Many theoretical and

empirical contributions discussed the

function of managing negative

emotions during a crisis to perform an

important task. However, only a little-

discussed how to handle the emotional

downturn in an organization. There was

no discussion of the role of positive

emotions in critical situations. There was

no leadership theory identified, such as

the minimization aspect of negative

emotion

c. Emotion Empowerment

Strategic leaders must delegate

power and authority to frontline leaders

in crisis scenarios due to dynamic

conditions (Fors Brandebo et al., 2013)

(Fors Brandebo, Sjöberg, Larsson, Eid, &

Kjellevold Olsen, 2013). The need to

delegate the power was spotted the

importance of trust. When high-level

military commanders responded to

crisis circumstances, this was common.

Considering the organizational gap,

change, or crisis in strategic leadership,

emotional support was necessary

offered to associate leaders.

Several studies distinguish lead in

crisis versus everyday situations by

explaining the need for increased

emotional support (Klann, 2015).

Leaders who will be confronted with

complex events that will test their moral

character (Campbell et al., 2017) must

believe in their ability to address and

resolve moral challenges. In these

stressful conditions, leaders' decisions

would boost or lessen their influence

over their subordinates. In crises,

emotionally supportive leaders can

create a safer environment by increasing

moral sensitivity and awareness (Nilsson

et al., 2011). The importance of the

leader's role was to be emotionally

engaging and ensure and provide clarity

during the threat or uncertainty

(Goleman et al., 2013).

(2) Internal Organizational Emotions

Shaping

This category identified two things

that describe executive leaders'

emotional influence, which is used to

fulfill external organizational tasks and

challenges, called the establishment of

external resources and the use of power.

a. Establishment of External Resources.

The majority of external actions

were centered on networking and

looking for negotiation and

organizational expansion opportunities.

Contextual intelligence is demonstrated

by a leader's ability to comprehend the

464 | The Role of Organizational Emotions in Strategic Leadership: A Literature Review

changing environment and capitalize on

trends (Kutz & Bamford-Wade, 2014). It

required a leader's analytical skills to

match resources to relevant

organizational needs and work with

rather than against the tide of change. A

'borderline' characterizes the activities

that an individual engages in to improve

the efficiency of their organization in the

external world, particularly during times

of crisis when a person is often reliant on

their surroundings and when jobs are

more complex (Larsson et al., 2020) and

(Nilsson et al., 2011). Their theoretical

model for leader-wide range activities

showed that emotional fluency and trust

development were essential features.

According to the conclusions of this

study, the most crucial feature of

network collaboration is establishing

trust among the various parties

involved.

b. The Use of Power

The ability of a leader to use his or

her moral beliefs, or the ideals and vision

that he or she wishes to impart, to gain

followers is known as the use of power.

This type of power seemed attractive

because it relies on emotional influence

to lead others to pursue the same goal.

This type of power is often associated

with politics and top-level leadership

(Mahdi & Almsafir, 2014). Senior

executives to exploit opportunities in

the long-term development and

planning of the organization can view

external organizational emotion shifting

as a power play.

CONCLUSIONS

Multiple previous investigations were

categorized into four categories in this

literature collection utilizing constant

comparisons in the grounded theory

technique. Analyses were created by

merging categories and topics into a causal

model, following methodological principles

specified by the authors. The research

revealed that emotion in organizational

shaping was a key variable. This variable

identified the numerous ways strategic

leaders use emotion to shape

organizations. When the model was

compared to the 5-level model of emotions

in organizations proposed, it was

discovered that the conceptualization of

emotions in strategic leadership

encompasses all five levels: positive

emotions, negative emotions, emotional

empowerment (internal emotion shaping),

the establishment of external resources,

and the use of power (external emotions

Shaping). It indicates that the concept can

be viewed to bring the person (strategic

leader) and organizational levels together.

In light of the limited literature, mainly

focusing on strategic and emotional

leadership, the model should be tested as a

foundation for future research.

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