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View of Emotionality
Emotions were believed to be disruptive Emotions interfered with productivity Only negative emotions were observed
All other emotions are subsumed under these six May even be placed in a spectrum of emotion:
Happiness surprise fear sadness anger - disgust
Weather
Illusory correlation no effect
Stress
Even low levels of constant stress can worsen moods
Social Activities
Physical, informal, and dining activities increase positive moods
Exercise
Does somewhat improve mood, especially for depressed people
Age
Older folks experience fewer negative emotions
Gender
Women tend to be more emotionally expressive, feel emotions more intensely, have longer-lasting moods, and express emotions more frequently than do men Due more to socialization than to biology
Emotional Labor
An employees expression of organizationally desired emotions during interpersonal transactions at work. Emotional Dissonance:
Employees have to project one emotion while simultaneously feeling another Can be very damaging and lead to burnout
Types of Emotions:
Felt: the individuals actual emotions Displayed: required or appropriate emotions
Surface Acting: displaying appropriately but not feeling those emotions internally Deep Acting: changing internal feelings to match display rules - very stressful
Emotional Intelligence
In 1995, Daniel Goleman, a psychologist turned journalist, created a stir in education and management circles with the publication of his book Emotional Intelligence Traditional models of intelligence (IQ) are too narrow, failing to consider interpersonal competence His broader agenda includes abilities such as being able to motivate oneself and persist in the face of frustration; to control impulse and delay gratification; to regulate ones moods and keep distress from swamping the ability to think; to empathize and to hope
Thus, EI is the ability to manage oneself and ones relationships in mature and constructive ways. Self-awareness (know how you feel) Self-management (manage your emotions and impulses) Self-motivation (can motivate yourself & persist) Empathy (sense & understand what others feel) Social Skills (can handle the emotions of others)
Research Findings: High EI scores, not high IQ scores, characterize high performers.
Self-awareness (know how you feel) knowing ones strength, weaknesses, drives, values, and impact on others. A self aware leader derives self confidence on the basis of a realistic self assessment, can laugh even on himself and searches for constructive criticism. Self-management (manage your emotions and impulses) controlling and redirecting disruptive impulses and moods. This endows the leader with integrity and trustworthiness. An effective leader needs the trust of the followers, but one has to be trustworthy in order to earn trust of others.
Self-motivation (can motivate yourself & persist) relishing achievement for its own sake. The hallmarks of this skill are passion, unflagging energy and optimism in the face of initial failure. Rather than defending self and blaming others, an emotionally intelligent leader goes back to careful fact finding, explains to others the consequences and helps them take corrective actions. Empathy (sense & understand what others feel) understanding other peoples emotional makeup. An empathic leader is able to identify, retain and develop the talent of people, and accepts that others can look at things differently.
EI plays an important role in job performance EI is controversial and not wholly accepted
Case for EI:
Intuitive appeal; predicts criteria that matter; is biologicallybased.
Social Skills (can handle the emotions of others) building rapport with others to move them in desired directions. A leaders social skill helps him or her to build networks of contacts, create and manage teams and be persuasive. These are useful in driving change.