The emotions of managing: an introduction to the special issue

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The role of attribution in how followers respond to the emotional expression of male and female leaders (2012, background): “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.”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, background): “…of psychological effects on the actor, ranging from feelings of inauthenticity and stress to increased identification and well-being (Ashforth & Humphrey, 1993; Brotheridge & Lee, 2008; Brotheridge & Grandey, 2002; Hochschild, 1983; Pugh, 2001; Rafaeli & Sutton, 1987; Van Dijk & Kirk-Brown, 2006).”
The role of leader emotion management in leader–member exchange and follower outcomes (2016, background): “Indeed, many scholars have acknowledged that leaders are active managers of group emotion (Ashkanasy & Humphrey, 2011; Brotheridge & Lee, 2008; George 2000; Humphrey, 2002, 2008; Humphrey et al., 2008; Pescosolido, 2002; Pirola-Merlo, Hartel, Mann & Hirst, 2002).”