Emotional labor and leadership: A threat to authenticity?

By W. Gardner, D. Fischer, J. G. Hunt. 2009

385 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b956a75d1475c79c0de2f359d9a272ef5aefbbb8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

How do leaders use emotional labor (2012, background): “Gardner et al. (2009) have explored this issue in considerable depth.”
Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms (2011, methodology): “…calls for more research on ‘‘the factors that influence our subjective perceptions’’ in the area of leadership in general (Caldwell et al. 2010, p. 509) and for an emphasis on the question of what leads followers to perceiving a leader as authentic (Eagly 2005; Gardner et al. 2009) in particular.”
Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction (2014, background): “Balanced processing includes precise and balanced perception and evaluation of oneself and others that is independent from ego-based defence mechanisms (Gardner et al., 2009).”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, background): “Consistent with Bass, Avolio, and Atwater (1996) and Gardner et al. (2009), we have restricted our analysis to ‘authentic leadership,’ where emotional expressions are genuine and not contrived for manipulative purposes.”
Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process (2011, neutral): “High levels of emotional labor may lead to emotional dissonance and job burnout (Gardner et al. 2009).”
‘It’s good to be angry’: Enacting anger in construction project management to achieve perceived leader effectiveness (2011, background): “Even very recently, scholars have argued that anger may ‘interfere with the leader’s goal to comply with display rules by remaining positive and upbeat when interacting with followers’ (Gardner et al., 2009: 469).”