Intro
Foreword
Endorsements
Contents
About the Authors
1: Introduction
The Book: An Overview
2: Emotional Challenges in Leadership
The Relationship Among Managerial Leadership, Emotions, and Organizational Performance
What Does Research Say?
Ethical and Moral Challenges
Three Emotional Challenges
Dependence
Visibility
Loneliness
The Core of Managerial Leadership
The Courage to Doubt
The Need for Self-Reflection
References
3: Leadership, Power, and Authority
Leadership Theories
Theories of Great Men, Charisma, and Personality

Research on Personality
Leadership Style Theories
Situational Leadership Theories
Transformational Leadership Theory
Shared Leadership Theories
How Is Leadership Exercised?
Exercise of Power
Authority
References
4: Emotions in the Workplace
Emotions and Work
Our Affects, Emotions, and Feelings
The Biological Basis of Emotions
The Power of Emotions: The Primary Affects
Four Cohesive Affects
Interest
Enjoyment-Joy
Sadness
Shame
Two Distancing Affects
Fear
Anger
A Neutral Affect
Surprise
The Body: Emotions and Experiences

Emotional Intelligence: What Is It?
The Ability to Identify Emotions in Oneself and Others
Emotions Are Contagious
Emotions Are Information
Emotions Are the Prerequisite for Sound Judgment
Emotional Work
References
5: Why Do We Want to Work?
Needs-Based Human Motivation
The Need for Nearness, Acknowledgment, and Safety
Other Human Needs
The Biological Basis for Motivation
The Importance of Life Balance
When Needs Are Frustrated
Mental Exhaustion and Occupational Burnout
Experiencing and Creating Meaning
References
6: Group Dynamics

What Is the Group?
What Is a Team?
Online Groups
Group Size: Is It Important?
The Individual Versus the Person in Groups
The Group as a Whole
What Do Groups Do?
Work Group or Basic Assumption?
Groupthink
Psychological Safety
Group Development Theories
Management in the Group Development Stages
Co-workers' Roles and Responsibilities
References
7: Leading as a Manager
Managers' Everyday Work
Managers' and Co-workers' Health and Well-being
Do Managers Form Their Leadership in a Vacuum?
What Do Managers Really Do?
Managing Day-to-Day Operations

Supervising Co-workers
Managing Change
Delegating
Be a Role Model
Show Consideration
Contribute to Meaning and Coherence
How Can Group Processes Be Understood in the Light of MLG?
Indirect Leadership and the Creation of Trust
To Be Anchored in Oneself
References
8: How to Act Professionally in the Manager Role
What Is Professionalism?
Role: A Theoretical Perspective
The Possibility of Choice
The Role as a Self-Regulating Principle
From Being "in Person" to Being "in Role"
Acting "in Role"
The System and Its Purpose