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100   $a20180706d2013      uy             0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 00$aLeadership as emotional labour $emanagement and the "managed heart" /$fedited by Marian Iszatt-White
210  1$aAbingdon, Oxon ;$aNew York, N.Y. :$cRoutledge,$d2013.
215   $a1 online resource (257 p.)
225 1 $aRoutledge studies in management, organizations, and society ;$v20
300   $aDescription based upon print version of record.
311   $a1-138-20601-6 
311   $a0-415-67435-2 
320   $aIncludes bibliographical references and index.
327   $aCover; 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 perspective
327   $a8 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'; Index
330   $aEven if we don't realise it, most of us are now familiar with the idea of 'emotional labour'; that 'service with a smile' which everyone from cabin crew to restaurant or call centre staff is expected to give, irrespective of what they actually feel or think. This book considers the complex ways in which this need to show (or hide) particular emotions translates into job roles - specifically those of leaders or managers - where the relationships are lasting rather than transient, two-way rather than uni-directional and have complex, ongoing goals rather than straight-forward, one-off 
410  0$aManagement, organizations and society (London, England) ;$vv. 20.
606   $aLeadership$xSocial aspects
606   $aLeadership$xPsychological aspects
606   $aManagement$xSocial aspects
606   $aManagement$xPsychological aspects
606   $aEmotions
606   $aInterpersonal relations
606   $aOrganizational behavior$xSocial aspects
606   $aService industries$xSocial aspects
615  0$aLeadership$xSocial aspects.
615  0$aLeadership$xPsychological aspects.
615  0$aManagement$xSocial aspects.
615  0$aManagement$xPsychological aspects.
615  0$aEmotions.
615  0$aInterpersonal relations.
615  0$aOrganizational behavior$xSocial aspects.
615  0$aService industries$xSocial aspects.
676   $a658.4/092
701   $aIszatt-White$b Marian$01605883
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910826626103321
996   $aLeadership as emotional labour$93931369
997   $aUNINA