Follower mood and leader neuroticism: Implications for leadership performance

A laboratory study was used to examine the hypothesis that followers’ collective mood can influence leader mood and performance. The study was a leadership exercise, whereby participants assumed leader, follower or observer roles. Leaders (N=48) interacted with confederate followers, who deliberately displayed indicators of positive, neutral or negative mood towards their leader. Observers provided an objective rating of leader mood and performance throughout the activity. Results suggest that leadership quality may also influenced by followers. We found that leaders interacting with positive-mood followers experienced more positive mood, and were rated as being more task-effective and expedient in decision-making. Leaders interacting with negative-mood followers were rated as being less effective and less expedient. Results are consistent with studies suggesting that positive, relative to negative team climates, promotes performance within work teams. Additionally, we found that a leader’s degree of neuroticism influenced their susceptibility to negative mood, and subsequently, their performance. Leaders who rated themselves as being more neurotic were found to be more susceptible towards followers’ negative mood, and this susceptibility was associated with lowered task effectiveness. This finding suggests the importance of leader emotional stability in dealing with negative-mood subordinates