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Leadership as Emotional Labour: the effortful accomplishment of valuing practices

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Leadership as Emotional Labour: the effortful accomplishment of valuing practices. / Iszatt-White, Marian.
In: Leadership, Vol. 5, No. 4, 11.2009, p. 447-467.

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Iszatt-White M. Leadership as Emotional Labour: the effortful accomplishment of valuing practices. Leadership. 2009 Nov;5(4):447-467. doi: 10.1177/1742715009343032

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Bibtex

@article{1dca132dcb0c4d0e820ab3f6fdc0470c,
title = "Leadership as Emotional Labour: the effortful accomplishment of valuing practices",
abstract = "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 the{\textquoteleft}emotional labour{\textquoteright} (Hochschild, 1983) through which leaders{\textquoteright} 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 such{\textquoteleft}valuing practices{\textquoteright} before going on to explicate the notion of emotional labour— previously researched largely in the services sector— in the professional context of educational leadership. In doing so, it differentiates professional emotional labour from{\textquoteleft}emotional intelligence{\textquoteright} (Goleman, 1995), a more common theme within the management literature. It also explores the role of social identity and value congruence in moderating the{\textquoteleft}emotional dissonance{\textquoteright}(Ashforth & Humphrey, 1993) which can result from a requirement for prolonged emotion work.",
keywords = "leadership, emotional labour",
author = "Marian Iszatt-White",
year = "2009",
month = nov,
doi = "10.1177/1742715009343032",
language = "English",
volume = "5",
pages = "447--467",
journal = "Leadership",
issn = "1742-7150",
publisher = "SAGE PUBLICATIONS INC",
number = "4",

}

RIS

TY - JOUR

T1 - Leadership as Emotional Labour

T2 - the effortful accomplishment of valuing practices

AU - Iszatt-White, Marian

PY - 2009/11

Y1 - 2009/11

N2 - 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 the‘emotional labour’ (Hochschild, 1983) through which leaders’ 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 such‘valuing practices’ before going on to explicate the notion of emotional labour— previously researched largely in the services sector— in the professional context of educational leadership. In doing so, it differentiates professional emotional labour from‘emotional intelligence’ (Goleman, 1995), a more common theme within the management literature. It also explores the role of social identity and value congruence in moderating the‘emotional dissonance’(Ashforth & Humphrey, 1993) which can result from a requirement for prolonged emotion work.

AB - 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 the‘emotional labour’ (Hochschild, 1983) through which leaders’ 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 such‘valuing practices’ before going on to explicate the notion of emotional labour— previously researched largely in the services sector— in the professional context of educational leadership. In doing so, it differentiates professional emotional labour from‘emotional intelligence’ (Goleman, 1995), a more common theme within the management literature. It also explores the role of social identity and value congruence in moderating the‘emotional dissonance’(Ashforth & Humphrey, 1993) which can result from a requirement for prolonged emotion work.

KW - leadership

KW - emotional labour

U2 - 10.1177/1742715009343032

DO - 10.1177/1742715009343032

M3 - Journal article

VL - 5

SP - 447

EP - 467

JO - Leadership

JF - Leadership

SN - 1742-7150

IS - 4

ER -