Leadership As Emotional Labour Management and the Managed Heart 1st Edition by Marian Iszatt White 1136226877 9781136226878

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Product details:

ISBN 10: 1136226877

ISBN 13: 9781136226878

Author: Marian Iszatt-White

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’.

Table of contents:

1 Introduction: The ‘Managed Heart’
Leadership and emotional labour
An overview of the contributions that follow
Bibliography

2 Leadership as emotional labour: So what’s new?
Introduction
Leadership and emotional labour
Methodology and context
Complex labour: difficult relationships and being human
The importance of underpinning values
Conclusion
Note
Bibliography

3 Leadership as emotional and compassionate labour Managing the human side of the enterprise
Howard Schultz and Starbucks
Donald Quixote and his University
Navigating the affective domain
Managing the leader’s self and role on the leadership stage
Demonstrating leader compassion: Resisting loss, not change
Handling toxic emotion
Encouraging engagement and alignment: Empowerment, trust, and care
Leader as emotion magnet: Hope and angst
Surviving and thriving: Nourishing the leader – body and soul
Closing thoughts: Listening to the background music
Bibliography

4 Getting to the ‘heart’ of leaders doing emotional labour A methodological, theoretical and empirical contribution
Introduction
Leaders, emotions and strategizing
The sociological ‘take’ on emotions
Method(ological) issues
Rhetoric as emotion
Ethnographic background
Concluding comments
Appendix 1: Transcription symbols (simplified)
Bibliography

5 How leading with emotional labour creates common identities
Introduction: Emotional labour, leadership, and identity
What is leading with emotional labour?
The three types of emotional labour
The dimensions of emotional labour
The components and levels of identity
Authenticity, emotional labour and identity
Emotional labour and authentic, transparent identities
Building a common identity
Conclusions
Bibliography

6 The ‘Managed Heart’ of leaders The role of emotional intelligence
Emotional labour
Displaying emotions
Surface acting and deep acting
Discrete emotions
Emotional intelligence
Emotional intelligence and leadership: An ongoing controversy
Leadership, emotional intelligence and emotional labour
An alternative explanation
Going beyond ‘leading with emotional labour’: Expressing authentic emotion
Future directions and conclusion
Notes
Bibliography

7 Truth, authenticity and emotional labour A practitioner’s perspective
Introduction
Authentic leadership: Not as straightforward as it sounds
Background to the current study
Acting in the role of a manager
Managing redundancies
Managing disciplinaries
Managing without authority
Responding to personal criticism
Values and emotional labour
Losing professional control
Strategies for coping with emotional labour
Conclusion
Bibliography

8 Middle managers’ emotional labour in disseminating culture change A case study in the requirement for changing values
Introduction
The rise of the normative organization
The evidence for emotional labour in middle management
Pleasing the bosses
Playing political games to stay ahead
Keeping a stiff upper lip
Coping with multiple roles
The need to be part of the crowd
The Aeroco case: emotional labour in action
The quest for ‘the real self’
Alienation and authenticity in middle managers
Scepticism as a manifestation of alienation
Organizational socialization, identification and engagement
The potential costs and effects of emotional labour in management on individuals and organizations
Costs and effects on the managers
Costs and effects on the organization and implications for the HRD community
Conclusions
A research agenda
Notes
Bibliography

9 Valuing employees Management rhetoric, employee experiences and the implications for leadership
Introduction
Emotions at work: locating the study in the literature
Methodology and context
‘Our people are our greatest asset’: creating great expectations
Feeling valued? Well, not always
Leading with emotions: the role of emotional labour
Conclusion
Note
Bibliography

10 Games leaders play Using Transactional Analysis to understand emotional dissonance
Introduction
Transactional Analysis (TA) and emotional dissonance
Emotional dissonance
Transactional Analysis
Social and psychological levels
Ego states model
External and internal ego states
Script
Parent messages
Life course and script character
Psychological games
Drama Triangle
Systemic constructivism
Reasons for playing games
Research methodology
The interview questions
The second interviews
Results of the initial interviews
Case study one – CEO A
Life course
Parent messages
Indication of script character
Example of emotional dissonance
The game
Case study one – CEO A – second interview
Case study two – CEO B
Life course
Emotional dissonance
‘Rubberbanding’
Script beliefs
Case study three – CEO C
Life course
Emotional dissonance
Impact on decision making
The game
Case study four – CEO D
Life course
Parent messages
Emotional dissonance
The game
Two types of emotional dissonance
Conclusions
The implications of games at leadership levels
Leadership development
Bibliography

11 Conclusions: Management and the ‘Managed Heart’
Introduction
Management …
At the forefront of leadership thinking
… and the ‘Managed Heart’
Future directions
Bibliography

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Tags: Marian Iszatt White, Leadership, Emotional, Labour, Management