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The Children's Welfare Network was informed by the ‘new social study of childhood’ (Qvortrup, Bardy, Sgritta, & Wintersberger, 1994), with emphasis on the life conditions of children here and now. The basic question formulated in terms of a generational perspective was: Do children as a population group experience life conditions different from those of other population groups – the elderly, for example?

The chapter tries to trace the development of concept of urban ecosystem as a problem-solving approach for urban problems, including the unwarranted problems caused by climate change. Urban management has increasingly shifted from infrastructure-based to a more regional-based approach. There has been a shift in the domain of urban ecosystem as well, from the established urbanized area to the aggregation of urban and surrounding rural area. Also, urban-rural linkages are given more attention in resource management in urban areas, thereby reducing the overall risk due to climate change. The chapter provides examples and challenges of urban ecosystem management from across the world.

This chapter employs an emerging theoretical perspective—social rules theory—to reframe and redefine organizational change and development in ways potentially overcoming some of their conceptual inadequacies. After elaborating social rules theory, it is first utilized to reframe organizational change, and second, to redefine OD as a special type of project system in organizations which facilitates change by surfacing, assessing, and modifying as needed, the rules and rule systems within or linking organizational components.

This chapter provides an updated review of research examining the relationship between occupational stressors and job performance. We begin by presenting an eight-category taxonomy of workplace stressors and we then review theories that explain the relationships between workplace stressors and job performance. The subsequent literature review is divided into two sections. In the first section, we present a summary of Jex's (1998) review of research on the job stress–job performance relationship. In the second section, we provide an updated review of the literature, which includes studies that have been published since 1998. In this review, we evaluate how well the contemporary research has dealt with weaknesses and limitations previously identified in the literature, we identify and evaluate current trends, and we offer recommendations and directions for future research.

The emotions of the aspirant leader are underexplored. In this chapter, we detail how aspirants experience the transition from teacher to leader and report on the kinds of emotional labour associated with the transition. This was examined during events of high emotional arousal for 130 school aspirants: when they felt professionally wounded, either by colleagues, leaders, parents or students. During a time of wounding, emotional work and emotional labour hinged on the dissonance between ‘display rules’ of the school and what aspirants’ actually felt. Exploring the wounding stories revealed common display rules, which were often broken. Breaking these rules always had consequences and emotional correlates. The most prevalent form of emotional labour was surface acting. The final discovery was the resilience of the aspirants as they recovered. Invariably, aspirants progressed through an emotion cycle of Regrouping, Recovery and Resolution. The quality of collegial relationships was the key to resolving the woundings.

In the early 1980s, the term “new leadership” was used to describe and categorize a number of new approaches to define leadership; one of the most important being transformational leadership. Transformational leadership is presented in the literature as different from transactional leadership. Whereas transactional leadership is defined as an exchange of rewards for compliance, transformational leadership is defined as transforming the values and priorities of followers and motivating them to perform beyond their expectations (Yukl, 1998). Transformational leadership enables followers to transcend their own self-interests for a collective higher purpose, mission, or vision and to exceed performance expectations. Transformational leaders communicate a compelling vision of the future, provide symbols, and make emotional appeals to increase awareness of mutual goals, encourage followers to question traditional ways of doing things; and treat followers differently but equitably on a one-to-one basis (Avolio et al., 1999). Previous research has shown that these transformational behaviors are related to leadership effectiveness (Lowe, Kroeck, & Sivasubramaniam, 1996).

This chapter addresses how emotional labor relates to effort; an important mediator in the relationship between emotional labor strategies and important outcomes. To better understand how effort functions in these relationships, a new way of understanding emotional labor strategies is considered. This new approach accounts for effort profiles associated with different types of emotional labor. Consequently, three distinct categories of emotional labor strategies emerge; cause-focused, symptom-focused, and avoidance actions. These new categories are contrasted with the current dichotomous understanding of emotional labor strategies; surface and deep acting. How these three distinct sets of emotional labor strategies are specifically related to effort – and thus to outcomes of interest – is discussed and propositions are made. The implications of, and avenues for future research afforded by this new categorization of emotional labor are discussed.

In this chapter, we develop and present the Multi-Perspective Multilevel Model of emotional labor in organizations. This model is based on three perspectives: (1) a service requirement, (2) an intra-psychic process, and (3) an emotional display, each involving five levels of analysis: within-person, between persons, in interpersonal exchanges, in groups, and across the organization as a whole. Our model is differentiated from earlier characterizations of emotional labor in that we propose that the phenomenon begins with energy generation instead of energy depletion; and is neither a one-way nor a one-by-one service episode. We further proffer that the intra-psychic processes embedded in emotional labor represent a form of social self-regulation that impacts across multiple levels within service organizations. We conclude by discussing the implications and limitations of our model for emotional labor research.

It is well recognized that emotions support adaptation to environmental demands by guiding cognitions and behavior in line with one’s implicit and explicit goals. This is true in the work context, as in other areas of life. Traditionally, however, research into emotion regulation within the work context has been centered on the problematic aspects of feeling and displaying emotion at work. In order to meet organizational goals, felt emotions need to be subdued or modified, and inauthentic emotions displayed. In this way, conceptualizations of work-related emotion regulation have disconnected emotion from its most basic and adaptive signal function. This disconnection has led to a dilemma regarding the real- and the fake-self and been associated with a range of negative consequences for employee health and well-being. Understanding how emotions can be regulated to help employees meet personal goals for growth and development has also been overlooked. In this chapter, we challenge this existing paradigm, and instead argue that examining emotion regulation in terms of its adaptive functions will help to unify disparate findings from within the emotion regulation literature and progress research in the field of emotion and emotion regulation at work.

This chapter focuses on management of emotions in an emergency setting. More specifically, how do emergency call takers manage double-faced emotional management – i.e., their own and the caller's emotions – simultaneously? By triangulating interviews, observations, and organizational documentation with theories on emotional management multiple strategies were identified. The range of strategies included hiving (selecting and modifying) calls, elaborating on (by deploying attention and reshaping/reappraising) content of calls, auralizing (by externalizing an emotional barrier) as well as taming emotional expression. The set of emotional management strategies are concluded in a Heat-model. The model is further discussed in terms of performance efficiency; in terms of how emotional aspects may interfere with decision-making capabilities as well as how wellbeing can be maintained for call takers.