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This introduction aims to highlight the special contributions made by the articles in this issue in understanding how emotions are implicated in the process of managing.

Presents a model as a means of framing the discussion of the articles included in this issue.

Argues that emotions and emotional skills are essential for everyday managerial work and that the traditional stereotype of the exclusively rational manager has been replaced by one in which managers are expected to create and nourish positive relationships by effectively managing their own emotions and those of their employees.

Managers need to be aware of the impact that their expressed emotions have on their work units' emotional climate, their employees' emotions, their effectiveness as well as that of their employees, and the organization's overall success.

The paper offers insight into the emotions of managing.

Teams must evaluate carefully the promises of consultants. This article seeks to provide clear criteria to guide teams in the purchasing of consulting services. Danger signs are provided to help team leaders recognize when they are being manipulated.

The buying process for management consulting services is outlined. Potential pitfalls of dealing with consultants are discussed and recommendations are given for team leaders to follow.

Team leaders can make more objective decisions in evaluating consulting services if they remain objective in evaluating the proposed program and refuse to allow their emotions to be manipulated.

The article is a useful tool for team leaders who wish to avoid buying programs that are expensive, unnecessary and perhaps even harmful to their organizations.

This study seeks to examine the extent to which the use of career center services results in the significant incremental prediction of career outcomes beyond its established predictors.

The authors survey the clients of a public agency's career center and use hierarchical multiple regressions in order to examine the extent to which it achieved its goals.

Career center usage predicted career resilience and action as well as perceived management commitment to employee development beyond established predictors for these variables. Employees' belief that they were personally responsible for their careers was the prime predictor of career center usage.

The primary limitations of this research are the cross‐sectional research design, the self‐selected sample, and the single source of survey data.

Making a career center available to employees can help them adjust to the new protean career model and an environment of considerable downsizing. Using the career center leads to positive results with respect to the perceptions of management.

Although the cultural barrier to career center usage is likely to be resolvable only over time, supervisors could be encouraged to offer more support and coaching to employees. Also, employees' jobs can be developed by increasing the extent to which supervisors provide feedback to employees, allow employees to work autonomously, and require the use of multiple skills.

The purpose of this paper is to determine whether the stages of group development are path‐dependent or whether a stage can have a direct influence beyond an adjacent stage; to test a model that distinguishes between task and process characteristics; and to examine the validity of the Group Development Assessment.

A total of 204 public servants responded to questionnaires pertaining to their respective teams. Their responses to the Group Development Assessment were analyzed through the use of confirmatory factor analyses and structural equation modeling.

This study found that, in general, teams follow a predictable pattern of growth (i.e. they grow up one stage at a time), but their ability to grow is influenced by how well they addressed previous challenges. Path dependency was partly supported since the prior stage was generally the strongest predictor of the subsequent stage. The findings on path dependency are consistent with pendular models since changes in an earlier stage can have significant effects on later stages. Support was found for the separation of tasks and process behaviors. The Group Development Assessment was reasonably reliable, and its items generally classified into their corresponding stages.

The finding that, at a given moment, a variable such as dependency has a strong independent relationship with interdependence is consistent with a short time lag. However, a longitudinal study is needed to assess such lags.

As a group meets the challenges of a stage and moves forward, the assumptions or the foundations laid before need to be supported; otherwise the group may regress.

The study tests a group development model and offers recommendations for group interventions.

Céleste M. Brotheridge is a professor of organizational behaviour with the Départment d'organisation et ressources humaines in the École des sciences de la gestion at the Université du Québec à Montréal. She completed her PhD in organizational behavior and research methods at the University of Manitoba. Dr. Brotheridge publishes and conducts research primarily in the areas of burnout, emotions, and bullying in the workplace. She is the chair of the Organizational Behaviour Division of the Administrative Sciences Association of Canada and a member of the editorial boards of the International Journal of Stress Management and the Journal of Managerial Psychology.

The purpose of this paper is to understand, from the child care worker's perspective, how work experience, display rules, and affectivity are related to emotional labor. It also examines the utility of separating surface acting into its two components: the hiding and faking of emotions.

This study is based on a cross‐sectional self‐report survey of 198 child care workers in Western Canada.

Deep acting occurred more frequently among younger workers, whereas experienced workers hid their feelings more frequently than did their less‐experienced counterparts. The requirement to express positive emotions was associated with deep acting and faking emotions, whereas the requirement to suppress negative emotions was associated with hiding feelings.

Results support the treatment of surface acting's components as distinct given their differential association with the other variables. Future research should validate the emotional labor measure in service occupations that involve different frequency and intensity levels of contact.

The finding that young and inexperienced workers appear to engage in different emotion regulation strategies than mature and experienced workers may be due to their job training. A potential solution is to include service learning projects in child care training that build their confidence in communicating with parents.

Use of the revised Emotional Labour Scale in future studies may facilitate a deeper understanding of workplace emotional expression.

This paper seeks to argue that leaders perform emotional labor whenever they display emotions in an attempt to influence their subordinates' moods and motivations.

This is a conceptual paper that integrates the literature on leadership with the research on emotional labor.

This paper develops 15 propositions that distinguish emotional labor performed by leaders from that performed by front‐line service workers.

The paper suggests that leading with emotional labor is a fruitful research topic, and that considerable research could be done in this area.

Instead of conducting business in a non‐emotional, “business‐like manner”, leaders would benefit by expressing their emotions in the workplace. Emotionally expressive leaders are more charismatic and are better motivators.

This is the first paper to develop a theoretical model that describes how leaders perform emotional labor; thus the propositions are original.

Because our emotions are crucial determinants of how well we function in our personal and professional lives, researchers from different perspectives have sought to understand how emotions can be best managed for optimal functioning. In this chapter, we focus on two research traditions that have examined this issue, the emotion regulation (ER) tradition and the emotional labor (EL) tradition. This effort is predicated on the belief that a more fundamental research tradition such as ER can inform and complement a more applied research tradition such as EL, first by extending our understanding of the various processes by which employees deal with their emotions, and second, by permitting a more accurate prediction of the consequences of these emotions. A case is presented that discriminating more finely between the various emotion management strategies may help to resolve some of the paradoxical findings observed in the EL literature.

This study aims to examine sex and position status differences in the experience of workplace aggression. Based on the imbalance of power thesis, the aim is to posit that: women would report targeting other women; men would report targeting either sex; supervisors would report targeting a peer or subordinate; victims would report that a supervisor more often uses indirect forms of aggression; a peer more often uses direct forms of aggression; and; after controlling for position status, men would report using direct forms of aggression more often than women who, in turn, would report using indirect forms of bullying more often than men.

A sample of 180 Canadian supervisory and non‐supervisory workers from several industries completed a questionnaire that included measures of aggressive acts.

Most men reported being targeted by another man, and most women reported being targeted by another woman. Similarly, most men reported that they targeted another man, and most women reported that they targeted another woman. Most respondents reported that their aggressor had either higher or the same position status as them, whereas, if the respondents targeted others, their victim had the same or lower status. Compared to similar status aggressors, higher status aggressors were reported by the respondents as using both direct and indirect forms of aggression more often. After controlling for position status, compared to women, men reported using both forms more often as well.

The findings have implications for how victims cope with workplace aggression and for developing organizational anti‐harassment policies.