The emotions of managing: an introduction to the special issue

Abstract

PurposeThis introduction aims to highlight the special contributions made by the articles in this issue in understanding how emotions are implicated in the process of managing.Design/methodology/approachPresents a model as a means of framing the discussion of the articles included in this issue.FindingsArgues that emotions and emotional skills are essential for everyday managerial work and that the traditional stereotype of the exclusively rational manager has been replaced by one in which managers are expected to create and nourish positive relationships by effectively managing their own emotions and those of their employees.Practical implicationsManagers need to be aware of the impact that their expressed emotions have on their work units' emotional climate, their employees' emotions, their effectiveness as well as that of their employees, and the organization's overall success.Originality/valueThe paper offers insight into the emotions of managing.

Quality of Worklife Human Well-being Linkage: Integrated Conceptual Framework

“…The importance and influence of "emotions" and "emotional intelligence" has been recently frequently cited in literature. Emotions and emotional processes play an important role in decision making and in enhancing service provision, profitability, political learning, increase work motivation, enhance customer service and work performance (Gabriel and Griffins, 2002;Brotheridge and Lee, 2008). Organizations can, and should, create a workplace context that can enhance developing, nurturing and maintaining good emotional well -balanced, stable and positive affective self, enriched with emotions and passions such as: warmth, love, kindness, pride, self-esteem, sympathizing with others, friendliness, caring, outreaching, openness, cooperation, optimism, delight and empathy.…”

The role of attribution in how followers respond to the emotional expression of male and female leaders

“…Brotheridge and Lee (2008) noted that leader roles are very high in emotional labor (Hochschild, 1983), meaning that for effective performance of the role the leader must not only seek to dampen undesirable emotional displays, but also display certain emotions that derive from social norms. They also noted that in particular, leaders need to be especially cognizant of gender role expectations for emotional expression.…”

Leadership style and activating potential moderators of the relationships among leader emotional displays and outcomes

“…However, one obvious point has been rather neglected in the literature on leadership and emotions. Simply put, emotional displays and exchanges occur on a regular basis between everyday leaders and their followers, but little research has examined this (Brotheridge & Lee, 2008).…”