This introduction aims to highlight the special contributions made by the articles in this issue in understanding how emotions are implicated in the process of managing.
Presents a model as a means of framing the discussion of the articles included in this issue.
Argues that emotions and emotional skills are essential for everyday managerial work and that the traditional stereotype of the exclusively rational manager has been replaced by one in which managers are expected to create and nourish positive relationships by effectively managing their own emotions and those of their employees.
Managers need to be aware of the impact that their expressed emotions have on their work units' emotional climate, their employees' emotions, their effectiveness as well as that of their employees, and the organization's overall success.
The paper offers insight into the emotions of managing.
