000			01489naa a2200181uu 4500
001			9031914013710
003			OSt
005			20190211164834.0
008			090319s2009 xx ||||gr |0|| 0 eng d
100	1		_aKIEL, Douglas _936561
245	1	0	_aAffective leadership and emotional labor : _ba view from the local level
260			_aMalden, MA : _bBlackwell Publishers, _cJanuary / February 2009
520	3		_aAt first glance, readers of Professors Newman, Guy, and Mastracci's article may conclude that emotional labor and affective leadership are obvious qualities that we should expect from adults in the workplace. It seems that effective employees and managers have always shown strengths in these competencies. Is this another academic effort to explore an area that practitioners already understand and manage fairly well? Further reflection reveals, however, that taking emotional labor and affective leadership for granted can lead to dire consequences. Failure to empathize and manage emotions during citizen contact events can create costs in money and, in the most severe cases, costs in lives. A lack of appreciation for affective leadership can produce productivity and morale problems that, again, create costs for all involved
700	1		_aWATSON, Douglas J _911209
773	0	8	_tPublic administration review : PAR _g69, 1, p. 21-24 _dMalden, MA : Blackwell Publishers, January / February 2009 _xISSN 00333352 _w
942			_cS
998			_a20090319 _b1401^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c28544 _d28544
041			_aeng