Emotion in public relations: a neglected phenomenon

Abstract

Purpose -The purpose of this paper is to explore the notion that, in order to instil and maintain confidence in relationships with clients, journalists and others, PR practitioners in the UK, and women in particular, are required to develop specific skills in managing emotion. It argues that, in providing a PR service, practitioners are performing the skills of emotional labour. Design/methodology/approach -The paper draws on three areas of literature: public relations, emotion in organisations, and emotional labour. The concepts of emotional labour are illustrated by extracts drawn from in-depth interviews with public relations students reflecting on one-year placement experiences in the UK public relations industry. Findings -The paper found that the key questions for empirical investigation concern practitioners' feelings of self-identity, including gender identity in performing professional roles. A feminist paradigm is proposed using social constructionist methodological approaches. Practical implications -The paper shows that the uncovering of "tacit and uncodified skills" through empirical investigation could have implications for future public relations education and training. Originality/value -Emotion in public relations is so far unacknowledged and unexplored. This paper represents the first step towards a fuller understanding of how professional relationships are made and understood among PR practitioners, and women in particular.

Emotional labour and the pursuit of the personal brand: Public relations practitioners' use of social media

“…In this sense, this corresponds with Macdonald and Sirianni"s (1996) view of call centre employees as the product, with the success of the project not dependent just on practitioner skill but the extent to which staff were willing to commit themselves emotionally to a certain project, corresponding with the idea of personal branding -the commodification of self. Johannsen (1990) and Yeomans (2007) et al have highlighted the importance of empathy in public relations communications in order for a public relations practitioner to fully achieve many of the competencies expected of them. The fact that the practitioners interviewed enjoyed their online interactions and understood the social context of the online activity in which they were involved confirms Kent and Taylor"s (2002:27) view that empathy is a critical part of public relations dialogue "because practitioners can improve their communication by "walking in the shoes" of their publics" and thus have an understanding of the position that they inhabit.…”

“…While the role of emotion in the workplace has influenced sociology since the early 1980s, the discussion of emotional labour in relation to public relations practitioners has only come to prominence through recent research by writers such as Aldoory (2005), Pieczka (2006b) and Yeomans (2007). As Yeomans (2007:214) observes, a successful practitioner, in order to "instil and maintain confidence in relationships [...] (is) required to develop specific skills in managing emotion," with Pieczka (2006b) noting that the management of client relationships through empathy and negotiation 8 skills is seen as one of the essential professional competencies of a practitioner.…”

“…Beginning with a short overview of the role of the public relations practitioner and discussion of how they engage with social media in terms of public relations practice, it then explores the notion, and criticisms of, emotional labour, especially in relation to issues of gender within professional and flexible work. After reviewing the literature on emotional labour in public relations practice (Aldoory (2005), Pieczka (2006b) and Yeomans (2007)), it then examines new research into the experiences of public relations practitioners working online.…”

Effective Public Relations Leadership in Organizational Change: A Study of Multinationals in Mainland China

“…Scholars have long identified emotions as a critical element in leadership processes involving supervisors, subordinates, and peers (Dasborough & Ashkanasy, 2002;Moss & Green, 2001;Weinberger, 2009). Public relations researchers have also highlighted the emotional aspect of leadership that is indispensable for creating shared visions (Jin, 2010;Meng, Berger, Gower, & Heyman, 2009), for rational decision making in communication with clients and publics (Yeomans, 2007), for guiding organizational members in face of difficulties and uncertainties (Humphrey, 2002) such as drastic organizational changes, and for professionals to act as a change agent to coach other organizational members to manage negative emotions and maintain positive ones (e.g., empathy, optimism, and enthusiasm needed for implementing organizational changes; Choi & Choi, 2009;Kelly & Barsade, 2001).…”

Researching emotional labour among Public Relations consultants in the UK: a social phenomenological approach

“…Emotion in public relations is a neglected area of scholarship (Yeomans, 2007;2010;. Using emotional labour theory as a frame of reference (Bolton, 2005;Hochschild, 1983) my study paid attention to the relational work of PR practitioners who worked for regionally-based UK consulting firms, with the aim of exploring how PR consultants experienced and understood their everyday practices in managing professional relationships.…”