This book considers the ways in which the need to show (or hide) particular emotions translate into job roles - specifically those of leaders or managers - where the relationships are lasting, multi-directional and have complex, ongoing goals. The book contends that these multifaceted relationships contribute unique characteristics to the nature of the emotional labour required and expounds and explores this new genus within the 'emotional labour' species.
This book considers the ways in which the need to show (or hide) particular emotions translate into job roles - specifically those of leaders or managers - where the relationships are lasting, multi-directional and have complex, ongoing goals. The book contends that these multifaceted relationships contribute unique characteristics to the nature of the emotional labour required and expounds and explores this new genus within the 'emotional labour' species.
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
Inhaltsangabe
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 8. Emotional Labour in Corporate Change Programmes: The Effects of Organizational Feeling Rules on Middle Managers 9. Valuing Employees: Management Rhetoric, Employee Experiences and the Implications for Leadership 10. The Integrated Leader: Using Transactional Analysis to Understand Emotional Dissonance 11. Conclusions: Management and the 'Managed Heart'
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 8. Emotional Labour in Corporate Change Programmes: The Effects of Organizational Feeling Rules on Middle Managers 9. Valuing Employees: Management Rhetoric, Employee Experiences and the Implications for Leadership 10. The Integrated Leader: Using Transactional Analysis to Understand Emotional Dissonance 11. Conclusions: Management and the 'Managed Heart'
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