04128oam 2200805I 450 991078599030332120230126205803.01-136-22686-91-283-64374-X0-203-09840-41-136-22687-710.4324/9780203098400 (CKB)2670000000259351(EBL)1039269(OCoLC)812914939(SSID)ssj0000758171(PQKBManifestationID)12319336(PQKBTitleCode)TC0000758171(PQKBWorkID)10772315(PQKB)10002197(MiAaPQ)EBC1039269(Au-PeEL)EBL1039269(CaPaEBR)ebr10611715(CaONFJC)MIL395624(OCoLC)1058360418(FINmELB)ELB134762(EXLCZ)99267000000025935120180706d2013 uy 0engur|n|---|||||txtccrLeadership as emotional labour management and the "managed heart" /edited by Marian Iszatt-WhiteAbingdon, Oxon ;New York, N.Y. :Routledge,2013.1 online resource (257 p.)Routledge studies in management, organizations, and society ;20Description based upon print version of record.1-138-20601-6 0-415-67435-2 Includes bibliographical references and index.Cover; Title; Copyright Page; Contents; List of illustrations; Notes on contributors; 1 Introduction: the 'Managed Heart'; 2 Leadership as emotional labour: so what's new?; 3 Leadership as emotional and compassionate labour: managing the human side of the enterprise; 4 Getting to the 'heart' of leaders doing emotional labour: a methodological, theoretical and empirical contribution; 5 How leading with emotional labour creates common identities; 6 The 'Managed Heart' of leaders: the role of emotional intelligence; 7 Truth, authenticity and emotional labour: a practitioner's perspective8 Middle managers' emotional labour in disseminating culture change: a case study in the requirement for changing values9 Valuing employees: management rhetoric, employee experiences and the implications for leadership; 10 Games leaders play: using Transactional Analysis to understand emotional dissonance; 11 Conclusions: management and the 'Managed Heart'; IndexEven 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 Management, organizations and society (London, England) ;v. 20.LeadershipSocial aspectsLeadershipPsychological aspectsManagementSocial aspectsManagementPsychological aspectsEmotionsInterpersonal relationsOrganizational behaviorSocial aspectsService industriesSocial aspectsLeadershipSocial aspects.LeadershipPsychological aspects.ManagementSocial aspects.ManagementPsychological aspects.Emotions.Interpersonal relations.Organizational behaviorSocial aspects.Service industriesSocial aspects.658.4/092Iszatt-White Marian1469836MiAaPQMiAaPQMiAaPQBOOK9910785990303321Leadership as emotional labour3826185UNINA