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Abstract
Western cultures support the notion that the ideal ‘professional’ behaviour for a leader is primarily rational and carefully controlled
emotionally. The relationship of reason and emotion is often played out as one of mutual exclusion, and moreover as one representing hierarchy
of leaders and followers. Power positions in most organizations are ritually emphasized through strict emotional control/suppression. Thus this
display of unemotional rationality is held to be synonymous with control, may actually belie emotional and psychical insanities, and indicate
organizational incongruities. Since, emotions play crucial role in the regulation of workplace relations. Negative emotions are the basis of
awareness and positive ones are that of trust, and hence they both are needed in everyday situations. Leaders’ emotions can be used as tools to
motivate and to express individualist attention and caring. However, this use of emotions as tools may come at a price for those leaders who are
less apt at emotion regulation. In sum, workplace is an emotional place and it is of best interest of the organizational members, – both the
leaders and those led, – to understand the leaders’ genuine and displayed emotions, their antecedents and their consequences.