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’.

chapter 1|13 pages


The ‘Managed Heart’
ByMarian Iszatt-White

chapter 2|23 pages

Leadership as emotional labour: So what's new?

So what's new?
ByMarian Iszatt-White

chapter 3|19 pages

Leadership as emotional and compassionate labour

Managing the human side of the enterprise
ByJoan V. Gallos

chapter 4|24 pages

Getting to the ‘heart’ of leaders doing emotional labour

A methodological, theoretical and empirical contribution
ByDalvir Samra-Fredericks

chapter 5|26 pages

How leading with emotional labour creates common identities

ByRonald H. Humphrey

chapter 6|23 pages

The ‘Managed Heart’ of leaders

The role of emotional intelligence
ByFrances M. Peart, Amanda Roan, Neal M. Ashkanasy

chapter 7|24 pages

Truth, authenticity and emotional labour

A practitioner's perspective
BySue Ingram, Marian Iszatt-White

chapter 8|20 pages

Middle managers' emotional labour in disseminating culture change

A case study in the requirement for changing values
BySharon Turnbull

chapter 9|19 pages

Valuing employees

Management rhetoric, employee experiences and the implications for leadership1
ByMarian Iszatt-White

chapter 10|28 pages

Games leaders play

Using Transactional Analysis to understand emotional dissonance
BySara Lodge

chapter 11|16 pages


Management and the ‘Managed Heart’
ByMarian Iszatt-White