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I, leader: Becoming human through the emotional grounding of leadership practice

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

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I, leader: Becoming human through the emotional grounding of leadership practice. / Iszatt-White, Marian.
After Leadership. London: Routledge, 2018. p. 43-63.

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

Harvard

Iszatt-White, M 2018, I, leader: Becoming human through the emotional grounding of leadership practice. in After Leadership. Routledge, London, pp. 43-63. https://doi.org/10.4324/9781315110196

APA

Iszatt-White, M. (2018). I, leader: Becoming human through the emotional grounding of leadership practice. In After Leadership (pp. 43-63). Routledge. https://doi.org/10.4324/9781315110196

Vancouver

Iszatt-White M. I, leader: Becoming human through the emotional grounding of leadership practice. In After Leadership. London: Routledge. 2018. p. 43-63 doi: 10.4324/9781315110196

Author

Iszatt-White, Marian. / I, leader : Becoming human through the emotional grounding of leadership practice. After Leadership. London : Routledge, 2018. pp. 43-63

Bibtex

@inbook{adb32f1e6606481aa7eacff09555fe58,
title = "I, leader: Becoming human through the emotional grounding of leadership practice",
abstract = "This chapter explores the potential to see emotions as more fundamentally connected to the leadership purpose; as more definitive of leadership identity; and as a well-spring of guidance and direction. Thinking of emotions as something to be {\textquoteleft}reinserted{\textquoteright} into the workplace, something to be {\textquoteleft}performed{\textquoteright} rather than just felt or listened to, or as a {\textquoteleft}component{\textquoteright} of practice rather than something integral and holistic has often resulted in a mechanical or reductionist research stance. In economics, homo economicus, or economic man, is the concept underpinning many theories portraying humans as consistently rational and narrowly self-interested agents who usually pursue their subjectively defined ends optimally. Closer to home for leadership scholars has been the development from {\textquoteleft}scientific management{\textquoteright} and {\textquoteleft}command and control{\textquoteright} leadership to {\textquoteleft}emotional intelligence{\textquoteright} and {\textquoteleft}leadership as emotional labour{\textquoteright}, but even here the progress has been slow and has yet to break the bounds of its rational ancestry.",
author = "Marian Iszatt-White",
year = "2018",
month = oct,
day = "5",
doi = "10.4324/9781315110196",
language = "English",
isbn = "9781138087811",
pages = "43--63",
booktitle = "After Leadership",
publisher = "Routledge",

}

RIS

TY - CHAP

T1 - I, leader

T2 - Becoming human through the emotional grounding of leadership practice

AU - Iszatt-White, Marian

PY - 2018/10/5

Y1 - 2018/10/5

N2 - This chapter explores the potential to see emotions as more fundamentally connected to the leadership purpose; as more definitive of leadership identity; and as a well-spring of guidance and direction. Thinking of emotions as something to be ‘reinserted’ into the workplace, something to be ‘performed’ rather than just felt or listened to, or as a ‘component’ of practice rather than something integral and holistic has often resulted in a mechanical or reductionist research stance. In economics, homo economicus, or economic man, is the concept underpinning many theories portraying humans as consistently rational and narrowly self-interested agents who usually pursue their subjectively defined ends optimally. Closer to home for leadership scholars has been the development from ‘scientific management’ and ‘command and control’ leadership to ‘emotional intelligence’ and ‘leadership as emotional labour’, but even here the progress has been slow and has yet to break the bounds of its rational ancestry.

AB - This chapter explores the potential to see emotions as more fundamentally connected to the leadership purpose; as more definitive of leadership identity; and as a well-spring of guidance and direction. Thinking of emotions as something to be ‘reinserted’ into the workplace, something to be ‘performed’ rather than just felt or listened to, or as a ‘component’ of practice rather than something integral and holistic has often resulted in a mechanical or reductionist research stance. In economics, homo economicus, or economic man, is the concept underpinning many theories portraying humans as consistently rational and narrowly self-interested agents who usually pursue their subjectively defined ends optimally. Closer to home for leadership scholars has been the development from ‘scientific management’ and ‘command and control’ leadership to ‘emotional intelligence’ and ‘leadership as emotional labour’, but even here the progress has been slow and has yet to break the bounds of its rational ancestry.

U2 - 10.4324/9781315110196

DO - 10.4324/9781315110196

M3 - Chapter

AN - SCOPUS:85059179071

SN - 9781138087811

SP - 43

EP - 63

BT - After Leadership

PB - Routledge

CY - London

ER -