Online from: 1986
Subject Area: Human Resource Management
|Title:||Leading with emotional labor|
|Author(s):||Ronald H. Humphrey, (Department of Management, School of Business, Virginia Commonwealth University, Richmond, Virginia, USA), Jeffrey M. Pollack, (Department of Management, School of Business, Virginia Commonwealth University, Richmond, Virginia, USA), Thomas Hawver, (Department of Management, School of Business, Virginia Commonwealth University, Richmond, Virginia, USA)|
|Citation:||Ronald H. Humphrey, Jeffrey M. Pollack, Thomas Hawver, (2008) "Leading with emotional labor", Journal of Managerial Psychology, Vol. 23 Iss: 2, pp.151 - 168|
|Keywords:||Emotional intelligence, Leadership|
|Article type:||Conceptual paper|
|DOI:||10.1108/02683940810850790 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – This paper seeks to argue that leaders perform emotional labor whenever they display emotions in an attempt to influence their subordinates' moods and motivations.
Design/methodology/approach – This is a conceptual paper that integrates the literature on leadership with the research on emotional labor.
Findings – This paper develops 15 propositions that distinguish emotional labor performed by leaders from that performed by front-line service workers.
Research limitations/implications – The paper suggests that leading with emotional labor is a fruitful research topic, and that considerable research could be done in this area.
Practical implications – Instead of conducting business in a non-emotional, “business-like manner”, leaders would benefit by expressing their emotions in the workplace. Emotionally expressive leaders are more charismatic and are better motivators.
Originality/value – This is the first paper to develop a theoretical model that describes how leaders perform emotional labor; thus the propositions are original.
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