This book highlights the connection between culture and emotion management in teaching and educational leadership and allows researchers from different parts of the world to demonstrate how national and local culture influence the way educational leaders and teachers express their feelings, display their emotion, or suppress emotion publically.

This book highlights the connection between culture and emotion management in teaching and educational leadership and allows researchers from different parts of the world to demonstrate how national and local culture influence the way educational leaders and teachers express their feelings, display their emotion, or suppress emotion publically.

What new ideas and ways of thinking can educational leaders learn from great world leaders who have moved their societies to greater equity and expanded educational opportunity? In this lively, accessible volume, the editors have brought together an impressive group of senior and early-career educational scholars to study the lives and contributions of a wide range of outstanding historical and contemporary leaders from the United States and across the globe. This rich collection of brief biographical commentaries profiles leaders like Wangari Mathaai, John Tippeconic III, Fannie Lou Hamer, Saul Alinsky, Antonia Pantoja, Jimmy Carter, Golda Meir, Sun Yat Sen, José Rizal, and Jesus Christ. Each profile focuses on a single individual and includes (1) an introduction and biographical sketch, (2) a discussion of their context and activities as a leader, (3) a list of the key lessons we can learn from their leadership, and (4) an explanation of how these lessons are relevant for today. This unique collection bridges cultures, professions, and callings to help American education leaders create more just and equitable schools. Book Features: Profiles of a wide range of world leaders. Insights from leading educational scholars and practitioners. A diversity of international location, gender, race, and conceptual focus. An engaging style that bridges theory and practice—perfect for courses and training programs. Lessons school leaders can use to improve their practice.

Against the backdrop of research that tells us emotions are playing an increasingly prevalent role in organizations’ performance, this text draws on empirical studies to powerfully argue that it is incumbent upon school principals to display emotional leadership within the education system. A Model of Emotional Leadership in Schools sets out the importance of affective wellness in teachers and addresses questions on emotive school management. Bringing together a range of studies, the book elucidates emotion as a managerial tool in the school environment, and considers the interpersonal emotional support of teachers by principals. Ultimately, the text puts forward a new model of emotional leadership in schools to provide practical insights into the ways in which principals can influence, transform, and manage teachers’ emotions. This insightful text will be of interest to researchers, academics, and postgraduate students in the fields of school leadership and leadership strategy, as well as educators and school leaders concerned with how interpersonal aspects of emotion management play out within the school context. Izhak Berkovich is a faculty member in the Department of Education and Psychology at the Open University of Israel, Israel. Ori Eyal is Chair of the Graduate Division of Policy, Administration, and Leadership in Education at the Hebrew University of Jerusalem, Israel.

Emotions are at the core of the educational enterprise but their role is mostly left unexamined. This book explores the role of emotions across students, teachers and school leaders. It showcases current theoretical and empirical research on emotions in educational settings conducted in the Asian context. The book consists of three parts, namely, emotions in learning, emotions in teaching and emotions in leadership. These chapters cover different levels from students (e.g., school, university), to teachers (e.g., pre-service, in-service) and to school leaders (e.g., middle-level teachers, principals). Samples are recruited from a wide range of Asian contexts (e.g., Hong Kong SAR, Macau SAR, Mainland China, Singapore and the Philippines). Collectively, the authors use a variety of methods ranging from quantitative to qualitative approaches and demonstrate innovative theoretical work that pushes the boundaries of emotions research forward.

Smart School Leaders: Leading with Emotional Intelligence

In private life, we try to induce or suppress love, envy, and anger through deep acting or "emotion work," just as we manage our outer expressions of feeling through surface acting. In trying to bridge a gap between what we feel and what we "ought" to feel, we take guidance from "feeling rules" about what is owing to others in a given situation. Based on our private mutual understandings of feeling rules, we make a "gift exchange" of acts of emotion management. We bow to each other not simply from the waist, but from the heart. But what occurs when emotion work, feeling rules, and the gift of exchange are introduced into the public world of work? In search of the answer, Arlie Russell Hochschild closely examines two groups of public-contact workers: flight attendants and bill collectors. The flight attendant’s job is to deliver a service and create further demand for it, to enhance the status of the customer and be "nicer than natural." The bill collector’s job is to collect on the service, and if necessary, to deflate the status of the customer by being "nastier than natural." Between these extremes, roughly one-third of American men and one-half of American women hold jobs that call for substantial emotional labor. In many of these jobs, they are trained to accept feeling rules and techniques of emotion management that serve the company’s commercial purpose. Just as we have seldom recognized or understood emotional labor, we have not appreciated its cost to those who do it for a living. Like a physical laborer who becomes estranged from what he or she makes, an emotional laborer, such as a flight attendant, can become estranged not only from her own expressions of feeling (her smile is not "her" smile), but also from what she actually feels (her managed friendliness). This estrangement, though a valuable defense against stress, is also an important occupational hazard, because it is through our feelings that we are connected with those around us. On the basis of this book, Hochschild was featured in Key Sociological Thinkers, edited by Rob Stones. This book was also the winner of the Charles Cooley Award in 1983, awarded by the American Sociological Association and received an honorable mention for the C. Wright Mills Award.