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Chicago. She studies public personnel policies, the changing labor force, and occupational segregation by gender -the different ways that men and women fi nd jobs, the different expectations of women and men at work, and how workplace phenomena affect women and men differently. She is the author of Breaking Out of the Pink Collar Ghetto: Policy Solutions for Non-College Women (M. E. Sharpe, 2004).

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Police departments in the United States are rapidly adopting body-worn cameras (BWCs). To date, no study has investigated the effects of BWCs on police officers themselves, despite evidence suggesting negative effects of electronic performance monitoring on employee well-being. Police officers already experience higher levels of burnout than other professions. We hypothesize that the intense surveillance of BWCs will manifest in how police officers perceive the organizational support of their departments and will increase burnout. We test these hypotheses using data from patrol officers (n ¼ 271) and structural equation modeling. We find BWCs increase police officer burnout, and this effect is statistically different from zero. We also find that BWCs decrease officers' perceived organizational support, which mediates the relationship between BWCs and burnout. Greater perceived organizational support can blunt the negative effects of BWCs. Our study is the first to situate effects on officers at the center of BWC literature.

How do the concepts of emotional labor and artful affect translate into our understanding of leadership? Where would one find affective leadership in practice? To address these questions, the workdays of civil servants are examined. Based on interviews and focus groups, the authors set forth in their own words how social workers, 911 operators, corrections officials, detectives, and child guardians experience their work. These interviews reveal the centrality of emotion work in the service exchange and underscore affective leadership in practice. The authors conclude that the most important challenge facing public administrators is not to make work more efficient but to make it more humane and caring. Affective leadership, and recognition of the centrality of emotional labor therein, are the means by which this approach is championed.

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Emotional labor is the effort to express job-appropriate emotions and/or suppress inappropriate emotions. The effort manifests in interpersonal interactions, whether face to face or voice to voice, and can increase stress and burnout. Most research in emotional labor is based on North American samples. Could public servants in different cultures experience emotional labor differently? We test the provocative hypothesis that emotional labor is less stressful for people in collectivist cultures, due to the predominance of harmony and interdependence in such cultures. Our results confirm that emotional labor via surface acting leads to burnout to a lesser degree for respondents in collectivist cultures compared with individualistic cultures. Emotional labor via deep acting actually lowers burnout in collectivist cultures. We also find that emotional labor theories based on North American studies may be used in Eastern contexts, and that public servants in collectivist cultures are more responsive to display rules compared with those in individualist cultures.