Sunteți pe pagina 1din 14

Chapter Emotions

Why Were Emotions Ignored in OB?


The Myth of Rationality
Emotions were seen as irrational Managers worked to make emotion-free environments

View of Emotionality
Emotions were believed to be disruptive Emotions interfered with productivity Only negative emotions were observed

Now we know emotions cant be separated from the workplace

What are Emotions and Moods?

The Basic Emotions


While not universally accepted, there appear to be six basic emotions:
1. 2. 3. 4. 5. 6. Anger Fear Sadness Happiness Disgust Surprise

All other emotions are subsumed under these six May even be placed in a spectrum of emotion:
Happiness surprise fear sadness anger - disgust

Sources of Emotion and Mood


Personality
There is a trait component affect intensity

Day and Time of the Week


There is a common pattern for all of us
Happier in the midpoint of the daily awake period Happier toward the end of the week

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

More Sources of Emotion and Mood


Sleep
Poor sleep quality increases negative affect

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.

A persons ability to:


Be self-aware
Recognizing own emotions when experienced

Detect emotions in others Manage emotional cues and information

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.

Case against EI:


Too vague a concept; cant be measured; its validity is suspect.

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.

S-ar putea să vă placă și