Managing negative emotions from entrepreneurial project failure: When and how does supportive leadership help employees?

Holger Patzelt*, Leire Gartzia, Marcus T. Wolfe, Dean A. Shepherd

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

24 Citations (Scopus)

Abstract

Drawing on Affective Events Theory and a sample of 112 matched manager-employee dyads involved in failed corporate entrepreneurial projects, we develop and test a model of when and how managerial leadership can foster high employee performance in their subsequent endeavors. Through path analysis modeling, we show that perceptions of supportive managerial leadership behaviors can limit the detrimental effects of recalled negative emotions from prior project failures on employee job satisfaction, and through job satisfaction, on employee performance. However, the benefits of supportive managerial leadership behaviors dissipate with more time since the project has failed.

Original languageEnglish
Article number106129
Peer-reviewed scientific journalJournal of Business Venturing
Volume36
Issue number5
ISSN0883-9026
DOIs
Publication statusPublished - 09.2021
MoE publication typeA1 Journal article - refereed

Keywords

  • 512 Business and Management
  • Corporate entrepreneurship
  • Job performance
  • Job satisfaction
  • Leadership
  • Negative emotions
  • Project failure

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