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Being real or really being someone else?: change, managers and emotion work

Clarke, Caroline; Hope-Hailey, Veronica and Kelliher, Clare (2007). Being real or really being someone else?: change, managers and emotion work. European Management Journal, 25(2) pp. 92–103.

URL: http://www.sciencedirect.com/science/article/pii/S...
DOI (Digital Object Identifier) Link: http://dx.doi.org/10.1016/j.emj.2007.02.004
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Abstract

Managers perform unseen yet significant emotion work as part of their role, particularly in a change context. The suppression or expression of emotion by managers is no accident, but influenced by the over-rational portrayal of change processes. Our study uses longitudinal data to explore the types of emotion work performed by managers within different stages of organisational change. We argue that managerial emotion work is characterised by four facets: it involves high strength relationships, is unsupported, unscripted, and unacknowledged. We argue that emotion work is an important part of managerial activity, and should be acknowledged and supported by the organisation.

Item Type: Journal Article
Copyright Holders: 2007 Elsevier
ISSN: 0263-2373
Keywords: emotion; work; managers; change; emotional; labour
Academic Unit/Department: Open University Business School
Related URLs:
Item ID: 32273
Depositing User: Caroline Clarke
Date Deposited: 09 Feb 2012 11:27
Last Modified: 16 Feb 2012 16:21
URI: http://oro.open.ac.uk/id/eprint/32273
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