Leadership, mood, atmosphere, and cooperative support in project groups

Purpose To analyze the particular influence of leadership styles on voluntary collaboration between members of project groups. Design/methodology/approach Uses a field‐study approach to gather data of 24 project groups in an academic learning context. Takes measures of different leadership styles, affective variables (mood, group atmosphere), and pro‐social work behavior. Findings Supports theoretical assumptions about mediating influences of mood and group atmosphere. Shows that leaders of project groups may enhance cooperative support by considering the emotional impact of their behavior. Research limitations/implications The field context (academic learning setting, students as project group members) may set limitations to the generalizability of obtained findings. Practical implications Helps personnel managers to look at project group leadership from a different point of view. Originality/value Provides evidence about an emotionality link between leadership and cooperation.