Emotional Labour and Sustainable Leadership

Abstract

As a new component of human resource management (HRM), emotional labour was introduced first by Hoch child (1983) in the early 1980s, defining it as the management of feelings to create publicly, observable facial or bodily display which brings commercial value and goodwill for the organisations. In this connection, a research was conducted including faculties and official staffs of various organisation. . Here the faculties and official staffs manage very carefully, emotionally, empathetically, there moods with a bright smile hiding their pain deep inside. Hence, the human potential of emotions evidently brings the need to regulate and reshape them according to the situations. This paper attempts to discuss the evolution of the new concept and outline of Hoch child‘s perspective. It also discusses how emotional labour and sustainable leadership is related to comparative analysis of two perspective studied on workforce in various sectors for managing human resources for a greater interest of organization.