Integrating leadership research with emotion research has been a major trend in recent years (Humphrey et al., 2016). According to affective events theory, leadership style often affects employees' job performance by affecting their emotions (Reizer et al., 2019). Previous studies have shown that humble leadership (Cho et al., 2021), ethical leadership (Aftab et al., 2021), and transformational leadership (Hira et al., 2020) can improve employee job performance. Leadership style is an important antecedent of subordinates' job performance. However, with the acceleration of competition, excessive mental stress and emotional exhaustion have seriously affected employees' performance (Janssen et al., 2020 Tome and van der Vaart, 2020), and it is more prominent for employees in rapidly developing Chinese organizations. Employees' emotions have a significant impact on their job performance (Grobelna, 2019 Moin et al., 2020), such as negative emotions like anger and sadness, can reduce employees' job performance (Rispens and Demerouti, 2016 Saulnier et al., 2020), and positive emotions, such as happiness and hope, can increase performance (Yavas et al., 2013 Im et al., 2018). Job performance refers to behaviors and results that employees show in their work and are closely related to their goals (Rich et al., 2010). Therefore, employee job performance has always been an important research focus in the field of organizational behavior and human resource management. Whether employees can complete their work according to quality and quantity, and at the same time actively perform some organizational citizenship behaviors, is crucial to organizational development. Global economic turmoil and accelerated competition make companies face severe survival and development challenges, and human resources are strategic resources to win the initiative of competition. This study validates affective events theory, deepens the understanding of the influence mechanism and boundary conditions of emotional leadership on subordinates' job performance, and provides some references for employee performance management. Hierarchical regression analysis of 362 valid questionnaires showed that: (1) emotional leadership has a significant positive effect on subordinates' job performance (2) subordinates' positive emotion partially mediated the relationship between emotional leadership and subordinates' job performance (3) subordinates' susceptibility to positive emotion positively moderated the relationship between emotional leadership and positive emotions, i.e., the higher the subordinates' susceptibility to positive emotion, the greater the effect of emotional leadership on their positive emotions. Based on the affective events theory, this study examines the impact of emotional leadership on the subordinates' job performance, the mediating role of subordinates' positive emotions, and the moderating role of susceptibility to positive emotion. Employees' emotions have an important effect on their job performance, thus leaders can influence subordinates' emotions through emotional contagion and emotional appeal and ultimately affect their job performance.
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