Western cultures support the notion that the ideal ‘professional’behaviour for a leader is primarily rational and carefully controlled emotionally. The relationship of reason and emotion is often played out as one of mutual exclusion, and moreover as one representing hierarchy of leaders and followers. Power positions in most organizations...are ritually emphasized through strict emotional control/suppression. Thus this display of unemotional rationality is held to be synonymous with control, may actually belie emotional and psychical insanities, and indicate organizational incongruities. Since, emotions play crucial role in the regulation of workplace relations. Negative emotions are the basis of awareness and positive ones are that of trust, and hence they both are needed in everyday situations. Leaders’emotions can be used as tools to motivate and to express individualist attention and caring. However, this use of emotions as tools may come at a price for those leaders who are less apt at emotion regulation. In sum, workplace is an emotional place and it is of best interest of the organizational members, – both the leaders and those led, – to understand the leaders’genuine and displayed emotions, their antecedents and their consequences.
Emotional labour is an essential requisite in most professions. It is present wherever performance of work involves interactions with colleagues and/or customers. Emotional labour produces multiple positive consequences for organizations, such as constant performance by employees, uniform image, and regular, satisfied customers. Of all effects...of emotional labour on individuals,literature discusses the negative ones mostly. This study is to demonstrate that emotional labour may as well have positive effects on individuals.
Emotional labour, as a self-contained field of research, is only three decades old. This study aims to summarize key findings from investigations of the last ten years in an attempt to provide a reference for interpretation of organizational emotions and the organizational aspects of emotional labour. It makes no secret of its aim being to call... the attention of anybody dealing with people as workforce that work no longer has only physical or mental aspects, but an emotional dimension as well. Most often this latter dimension lives an independent life. Normally, it is not regulated, tracked, appreciated or rewarded properly, which might send a message to employees that it is not really important. However, emotional labour is a concomitant of most professions and jobs. Where it is not given any conscious consideration by either the employer nor its employees, numerous opportunities of making it easier or improving it may be lost.