Leadership as Emotional Labour

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Age Ceo
Airline Cabin Crew
authenticity in leadership
Category=JHBL
Category=KJMB
Category=KJS
Category=KJU
Ceo Role
Child Ego State
compassionate management
Deep Acting
Display Rules
Drama Triangle
Ego State
Emotion at Work
Emotional Congruence
Emotional Display
Emotional Display Rules
Emotional Dissonance
Emotional Exhaustion
Emotional Intelligence
Emotional Intelligence in Business
Emotional Intelligence in Leadership
emotional intelligence theory
Emotional Labour
Emotional Labour Process
Emotional Labour Scale
Emotional Leadership
Emotional Management
emotional regulation in management practice
employee engagement strategies
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eq_society-politics
Executive MBA Programme
Executive MBA Student
Good Cop Bad Cop
Hochschild
HRD.
IIP
Leadership
Leadership and Culture
Organisation's Greatest Asset
organisational behaviour
Organisation’s Greatest Asset
Parent Ego State
Real Time Expression
Styles of Leadership
The Managed Heart
workplace emotions

Product details

  • ISBN 9781138206014
  • Weight: 470g
  • Dimensions: 156 x 234mm
  • Publication Date: 04 Aug 2016
  • Publisher: Taylor & Francis Ltd
  • Publication City/Country: GB
  • Product Form: Paperback
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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’.

Marian Iszatt-White is Director of the Executive MBA at Lancaster University Management School, UK, where she teaches leadership and organizational behaviour. Her research interests include leadership as emotional labour and feeling valued at work. Her publications include a study of leadership in Further Education