16 research outputs found
Differential effects of male and female managers' nonāverbal emotional skills on employees' ratings
Relations between consideration and initiating structure: Two causal relationships rather than one?
Leadership as Emotional Labour:the effortful accomplishment of valuing practices
Within the context of an ethnographic study of leadership in the learning and skills sector, this article focuses on the role of leadership in making stafffeel valued (Iszatt-White & Mackenzie-Davey, 2003) and theāemotional labourā (Hochschild, 1983) through which leadersā valuing practices are accomplished. By shadowing college leaders, observation was made of the day-to-day practices through which they sought to give staff a feeling of being valued. The article provides evidence of suchāvaluing practicesā before going on to explicate the notion of emotional labourā previously researched largely in the services sectorā in the professional context of educational leadership. In doing so, it differentiates professional emotional labour fromāemotional intelligenceā (Goleman, 1995), a more common theme within the management literature. It also explores the role of social identity and value congruence in moderating theāemotional dissonanceā(Ashforth & Humphrey, 1993) which can result from a requirement for prolonged emotion work