Leadership as Emotional Labour:the effortful accomplishment of valuing practices

Iszatt-White, Marian (2009) Leadership as Emotional Labour:the effortful accomplishment of valuing practices. Leadership, 5 (4). pp. 447-467. ISSN 1742-7150

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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‘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.

Item Type:
Journal Article
Journal or Publication Title:
Leadership
Uncontrolled Keywords:
/dk/atira/pure/subjectarea/asjc/3300/3312
Subjects:
ID Code:
49625
Deposited By:
Deposited On:
07 Sep 2011 15:37
Refereed?:
Yes
Published?:
Published
Last Modified:
15 Nov 2020 10:10