Fueled by a Fearful Leader: When,to What Extent and How Leader Fear of COVID-19 Promotes Employee Performance

Abstract

The literature generally surmises that negative affective states of leaders are detrimental to leader effectiveness and work outcomes. Taking the opposite view, this study explores how the negative affective experiences of leaders related to COVID-19 may foster team commitment and employee performance. By integrating personality systems interaction theory, cognitive appraisal theory, and the literature on stress-based emotions, we develop a model that clarifies when, how, and to what extent leader fearful states related to COVID-19 drive employee performance. Using three-wave and multisource data from 579 employees and their leaders from 69 teams, we found that among leaders who exhibited higher levels of positive affectivity, leader fear of COVID-19 indirectly fostered employee performance via the mediating roles of leader promotion of team goals and team commitment. Moreover, these moderated indirect effects were strongest at moderate levels of leader fear of COVID-19. We discuss the theoretical and practical implications of these findings for research on leader affective states.

Keywords

leader fear of COVID-19 leader positive affectivity leader promotion of team goals team commitment task performance

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