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dc.contributor.authorLambert, Steve
dc.contributor.authorDimitriadis, Nikolaos
dc.contributor.authorVenerucci, Matteo
dc.contributor.authorTaylor, Michael
dc.date.accessioned2021-08-25T12:57:42Z
dc.date.available2021-08-25T12:57:42Z
dc.date.issued2021-09-02
dc.identifierhttps://chesterrep.openrepository.com/bitstream/handle/10034/625682/Empathic%20gaze%20v3.pdf?sequence=4
dc.identifier.citationLambert, S., Dimitriadis, N., Venerucci, M., & Taylor, M. (2022). Empathic gaze: A study of human resource professionals. Journal of Work-Applied Management, 14(1), 102-112. https://doi.org/10.1108/JWAM-06-2021-0044en_US
dc.identifier.issn2205-2062
dc.identifier.doi10.1108/JWAM-06-2021-0044
dc.identifier.urihttp://hdl.handle.net/10034/625682
dc.description.abstractThe purpose of this research paper is to explore the fixation of the eyes of HR professionals’ when identifying emotions in the context of workplace research, and to propose measures that might support them in their role. This paper combines a contemporary literature review with reflections from practice to develop a more nuanced understanding of 39 HR professionals’ ability to recognise emotions. This paper used eye-tracking technology more commonly used in laboratory based studies to explore the fixation of the eye when identifying emotions. The preliminary findings suggest that HR professionals with higher levels of emotional recognition principally focus on the eyes of the recipient. Whereas those with lower levels of emotional recognition focus more so the nose or the randomly across the face, depending on the level of emotional recognition. The data suggests that women are better than men, in the sample group at recognising emotions, with some variations in recognising specific emotions such as disgust. This research paper proposes a number of implications for middle leaders and suggests that middle leaders should proactively seek out opportunities to be engaged in activities that support the default mode network (DMN) function of the brain and subsequently the relationship-orientated aspects of leadership, for example, coaching other staff members. However, it has to be recognised that the sample size is small and further work is needed before any generalisations can be made. This paper offers a contemporary review underpinned by a preliminary study into HR professionals’ ability to recognise emotions.en_US
dc.publisherEmeralden_US
dc.relation.urlhttps://www.emerald.com/insight/content/doi/10.1108/JWAM-06-2021-0044/full/html
dc.rightsCC0 1.0 Universal*
dc.rights.urihttp://creativecommons.org/publicdomain/zero/1.0/en_US
dc.subjectempathyen_US
dc.subjectemotionsen_US
dc.subjectneuroscienceen_US
dc.subjectleadershipen_US
dc.titleEmpathic gaze: a study of human resource professionalsen_US
dc.typeArticleen_US
dc.contributor.departmentUniversity of Chester; University of York; Brain Propagandaen_US
dc.identifier.journalJournal of Work-Applied Managementen_US
or.grant.openaccessYesen_US
rioxxterms.funderUnfundeden_US
rioxxterms.identifier.projectUnfundeden_US
rioxxterms.versionAMen_US
dcterms.dateAccepted2021-08
rioxxterms.publicationdate2021-09-02
dc.date.deposited2021-08-25en_US
dc.indentifier.issn2205-2062en_US


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