Even if we don’t realise it, most of us are now familiar with the idea of ‘emotional labour’; that ‘service with a smile’ which everyone from cabin crew to restaurant or call centre staff is expected to give, irrespective of what they actually feel or think.
This book considers the complex ways in which this need to show (or hide) particular emotions translates into job roles – specifically those of leaders or managers – where the relationships are lasting rather than transient, two-way rather than uni-directional and have complex, ongoing goals rather than straight-forward, one-off ones. The book contends that these differences contribute unique characteristics to the nature of the emotional labour required and expounds and explores this new genus within the ‘emotional labour’ species. The main theme of this book is the explication and exploration of emotional labour in the context of leadership and management. As such, it focuses both on how our understanding of emotional labour in this context enriches the original construct and where it deviates from it.
By exploring these issues at the level of situated practices and the real world, real time experiences of leaders, the book seeks to make an innovative and nuanced contribution to our understanding of the emotional element within ‘leadership work’.
'This book gives a theoretically and empirically robust account of the emotional dynamics of leadership. It offers both a genuine contribution to the field and a fresh look at the work of leading.'
Richard Bolden, University of Exeter, UK
'This edited collection provides a fascinating and intellectually challenging perspective on the labour of leadership as an emotional rather than purely psychological and individual act of influence. A must read for students and academics interested in the critical study of leadership.'
Simon Kelly, Bradford University, UK
1. Introduction: The ‘Managed Heart’ (Marian Iszatt-White) 2. Leadership as Emotional Labour: So What’s New? (Marian Iszatt-White) 3. Leadership as Emotional and Compassionate Labour: Managing the Human Side of the Enterprise (Joan V. Gallos) 4. Getting to the 'Heart' of Leaders doing Emotional Labour: A Methodological, Theoretical and Empirical Contribution (Dalvir Samra-Fredericks) 5. How Leading with Emotional Labour Creates Common Identities (Ronald H. Humphrey) 6. The Managed Heart of Leaders: The Role of Emotional Intelligence (Frances M. Peart, Amanda Roan and Neal M. Ashkanasy) 7. Truth, Authenticity and Emotional Labour: A Practitioner's Perspective (Sue Ingram and Marian Iszatt-White) 8. Emotional Labour in Corporate Change Programmes: The Effects of Organizational Feeling Rules on Middle Managers (Sharon Turnbull) 9. Valuing Employees: Management Rhetoric, Employee Experiences and the Implications for Leadership (Marian Iszatt-White) 10. The Integrated Leader: Using Transactional Analysis to Understand Emotional Dissonance (Sara Lodge) 11. Conclusions: Management and the ‘Managed Heart’ (Marian Iszatt-White)
Management, Organizations and Society represents innovative work grounded in new realities; addressing issues crucial to an understanding of the contemporary world. This is the world of organized societies, where boundaries between formal and informal, public and private, local and global organizations have been displaced or vanished along with other nineteenth century dichotomies and oppositions. Management, apart from becoming a specialised profession for a growing number of people, is an everyday activity for most members of modern societies. Management, Organizations and Society will address these contemporary dynamics of transformation in a manner that transcends disciplinary boundaries, with work which will appeal to researchers, students and practitioners alike.