Leading with emotional labor

By R. Humphrey, J. Pollack, Thomas H. Hawver. 2008

382 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2fcf66b8af36f9681212503e30e550a4743cf889

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The role of attribution in how followers respond to the emotional expression of male and female leaders (2012, background): “Effective leaders are seen to “lead with emotional labor,” meaning that they not only display appropriate emotions but they also utilize emotional expression as a way to motivate and guide followers who take their cues from them (Humphrey, 2008; Humphrey et al., 2008).”
Emotional labor and leadership: A threat to authenticity? (2009, background): “Together, these studies demonstrate that leader and follower emotions and emotional displays are important factors to consider in the leadership process (George, 2000; Humphrey, 2002; Humphrey et al., 2008).”
Integrating emotions and affect in theories of management (2017, methodology): “Researchers have been applying emotional labor concepts to leadership and to interactions among co-workers (Ashkanasy & Humphrey, 2011b; Fisk & Friesen, 2012; Gardner, Fischer, & Hunt, 2009; Humphrey et al. 2008; Iszatt-White, 2009; 2013).”
The role of organizational leaders in employee emotion management: A theoretical model ☆ (2014, background): “One common approach is to conceptualize leader emotion management as closely entwined with a characteristic of the leader— most often emotional intelligence (EI) (e.g., Humphrey et al., 2008;Wolff, Pescosolido, &Druskat, 2002;Wong& Law, 2002; for a recent review, see Walter, Cole, & Humphrey, 2011).”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, background): “Humphrey et al. (2008) argued that leaders have to be able to portray optimism, hope, and confidence even when facing the same confidence-shattering events that may be demoralizing their subordinates; thus, leaders may have to use surface acting to portray confidence, or, even better, use…”
Interpersonal Emotion Regulation in the Workplace: A Conceptual and Operational Review and Future Research Agenda (2018, positive): “Several researchers have theoretically examined how leaders use emotional labor tactics (e.g. Ashkanasy and Humphrey 2011; Humphrey 2008; Humphrey et al. 2008) not only to manage their own moods, but also to improve the moods of their followers.”
The relation between emotional intelligence and job performance: A meta‐analysis (2011, background): “Although emotional labor has been conceptualized primarily in terms of service work, leaders high on EI may perform emotional labor in order to influence the moods, motivations, and performance of their team members (Humphrey, 2008; Humphrey et al., 2008).”