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Leadership as Emotional Labour
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Table of Contents

1. Introduction: The `Managed Heart' (Marian Iszatt-White) 2. Leadership as Emotional Labour: So What's New? (Marian Iszatt-White) 3. Leadership as Emotional and Compassionate Labour: Managing the Human Side of the Enterprise (Joan V. Gallos) 4. Getting to the 'Heart' of Leaders doing Emotional Labour: A Methodological, Theoretical and Empirical Contribution (Dalvir Samra-Fredericks) 5. How Leading with Emotional Labour Creates Common Identities (Ronald H. Humphrey) 6. The Managed Heart of Leaders: The Role of Emotional Intelligence (Frances M. Peart, Amanda Roan and Neal M. Ashkanasy) 7. Truth, Authenticity and Emotional Labour: A Practitioner's Perspective (Sue Ingram and Marian Iszatt-White) 8. Emotional Labour in Corporate Change Programmes: The Effects of Organizational Feeling Rules on Middle Managers (Sharon Turnbull) 9. Valuing Employees: Management Rhetoric, Employee Experiences and the Implications for Leadership (Marian Iszatt-White) 10. The Integrated Leader: Using Transactional Analysis to Understand Emotional Dissonance (Sara Lodge) 11. Conclusions: Management and the `Managed Heart' (Marian Iszatt-White)

About the Author

Marian Iszatt-White is Director of the Executive MBA at Lancaster University Management School, UK, where she teaches leadership and organizational behaviour. Her research interests include leadership as emotional labour and feeling valued at work. Her publications include a study of leadership in Further Education

Reviews

'This book gives a theoretically and empirically robust account of the emotional dynamics of leadership. It offers both a genuine contribution to the field and a fresh look at the work of leading.'

Richard Bolden, University of Exeter, UK

'This edited collection provides a fascinating and intellectually challenging perspective on the labour of leadership as an emotional rather than purely psychological and individual act of influence. A must read for students and academics interested in the critical study of leadership.'

Simon Kelly, Bradford University, UK

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