Work in modern organizations encompasses not just physical labor but also (in the case of service organizations) emotional labor (Hochschild, 1983) – labor that involves the employment of emotions in the service of the organization. The control of emotional labor places managers in the position of having to monitor employees' appropriate emotions and possibly intervene where emotions seem inappropriate. The emotionally intelligent manager may be able to assess and control emotions to facilitate the accomplishment of various goals, including the one of getting ahead.
Given the problems resulting from managerial emotion management, managers can be educated concerning the wide-ranging aspects of their roles and made aware that helping others with emotional problems is likely to be seen by subordinates as part of managerial work within the context of the organization's overall supportive climate. The good news for managers should also be communicated: employees are likely to ascribe helping behaviors on the part of managers to the quality of managers' leadership skills. At the same time, managers can be educated in the limits of their expertise when it comes to dealing with seriously upset subordinates.
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