Emotion management is an important source of social capital and synergy for organizations. Managers have a great role in the creation of this synergy. A manager who can cope with their emotions indirectly contributes to organizational effectiveness. This situation is especially important in human-oriented organizations providing services rather than goods, such as educational institutions. Leadership is a process of social influence, which maximizes the efforts of others towards the achievement of a goal. Leadership stems from social influence rather than authority or power. In terms of system approach, the input, output, process, and feedback of educational organizations are always related to human behaviors. Therefore, organizations must address the nature of human beings in all of their managerial processes. Although organizations, in which people are at the foreground, try to continue their functioning on a rational and formal basis throughout the managerial process, they sometimes have to manage emotional and informal phenomena. In this case, there is a need for managers and school leaders who can shape the rationale in line with the requirements of human nature. What is expected from this administrator is that they do not ignore human needs and emotions while providing the management of educational institutions. For this reason, these managers should be "leaders" rather than "executives" who only work in a formal framework of organization management. Moreover, principals and teachers should also be leaders in all educational processes. Emotions are the main catalyst of positive organizational culture. Leaders can create an effective organizational culture with the main source of positive emotions between employers. Positive emotions also motivate employees for organizational purposes. If a leader wishes to create and maintain an effective organizational culture, it is essential to support positive behavior and emotional climate in their institutes and schools. Leaders-school-managers and teachers, therefore, need to develop emotion management abilities. Educational organizations need to shape their organizational culture, climate, and psychology to support their leaders in efficiently managing their employees’ emotions. Up to now, this topic has been usually addressed as the main catalyst and a sub-dimension of emotional intelligence. Moreover, current evidence classifies social and empathy skills as other sub-dimensions of emotional intelligence. For this reason, this collection of peer-reviewed articles will draw attention to the contemporary term "emotional management" and contribute to educational fields by means of exploring the relationship between emotions and leadership.

This volume of Research on Emotion in Organizations contributes to the ongoing research on emotions within organizational leadership through a three-level analysis focusing on: leadership and individual team members; leadership and its effects on the team construct; and, leadership in the overall context of organizations and culture.

"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"--

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.

Sustainable Leadership centers on a powerful metaphor of honeybee and locust behaviors, which illustrate two leadership philosophies with very different outcomes for a business and its viability. This engaging, insightful book provides evidence and a rationale for building a business case to change towards more sustainable practices.

Smart School Leaders: Leading with Emotional Intelligence

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.

Within educational research that seeks to understand the quality and effectiveness of teachers and school, the role emotions play in educational change and school improvement has become a subject of increasing importance. In this book, scholars from around the world explore the connections between teaching, teacher education, teacher emotions, educational change and school leadership. (For this text, “teacher” encompasses pre-service teachers, in-service teachers and headteachers, or principals). New Understandings of Teacher’s Work: Emotions and Educational Change is divided into four themes: educational change; teachers and teaching; teacher education; and emotions in leadership. The chapters address the key basic and substantive issues relative to the central emotional themes of the following: teachers’ lives and careers in teaching; the role emotions play in teachers’ work; lives and leadership roles in the context of educational reform; the working conditions; the context-specific dynamics of reform work; school/teacher cultures; individual biographies that affect teachers’ emotional well-being; and the implications for the management and leadership of educational change, and for development, of teacher education.