Using our Emotions as an Asset at Work We are all knitted together by our Creator, including our inner most being and our emotions. When we interact with the world, we carry our innermost thoughts with us. In Proverbs 16:32, it says, “He who is slow to anger is better than the mighty, And he who rules his spirit, than he who captures a city.” (Holy Bible NASB) It is when we recognize our emotions and are able to effectively manage them, as well as recognize the emotions of others that we have the opportunity to use our emotions as an asset to drive increased job performance and overall job satisfaction. Affective Events Theory at Work Imagine that it is 7 AM on a Monday morning, the kids have just been dropped off at school, and you sip …show more content…
Weiss and Russell Cropanzano, which is a model that illustrates how the example scenario that was aforementioned along with other key factors will effect how we react to people at work. In their model they describe factors such as work environment, work events, or personality and moods all playing a role in how we choose to react to situations, people, or things. How we react, whether positively or negatively, will play a significant role in determining how satisfied we are with our job, and the level at which we perform that job. We come to work predisposed with our mood, work demands, stresses of life, and our recent life events, which heavily influence who we are at present. Over time, we can see the ebbs and flows of our job performance and job satisfaction fluctuate in sync with our ability to appropriately respond to our …show more content…
In the 1990s, psychologists Peter Salovey and John Mayer, coined the phrase and a way of thinking that considers our emotional intelligence instead of solely relying on the evaluation of traditional cognitive intelligence. Emotional Intelligence, (EI) defined in Robbins and Judge, is a person’s ability to become aware of their emotions, detect the emotions of those around them, and manage that emotional information (2009). The key inputs, work environment, work events, personality dispositions, and our emotional reactions all affect the outputs of job satisfaction and job performance. It is emotional intelligence that will give us the awareness, and the increased probability of an intentional positive response based on processing the emotional cues and information in a particular
This paper will examine Robert C. Solomon's Emotions and Choices article, to best identify what anger is, and to what extent a rational human being is responsible for their anger. Firstly, Solomon's argument must be described. A quick summation of Solomon's argument can be found in the following four points: Emotions are judgements, emotions are chosen, emotions serve a purpose, and emotions are rational.1 To quote Solomon, he explains that “Emotions are not occurrences, and do not happen to us. They ... may be chosen like an action.”2
The key success to any business transaction is customer satisfaction. A customer always demands the best service and in return offers the company their loyalty. The key to this; great customer service. Smile at the customer, speak to them with a polite tone, and adjust your body language to make it friendly and approachable; all these are related to the concept of emotional labour. Emotional labour proposes that in order to ensure customer satisfaction is achieved, it is vital for “managers or employers to regulate or manage employee’s behaviour or emotional expressions to ensure service quality” (Chu 2002). The concept of emotional labour was first developed by Arlie Hochschild, who was an organizational sociologist. Hochschild stated that if an employee was employed in a service field, then it would be required from the employee to “to display specific sets of emotions (both verbal and non-verbal) with the aim of inducing particular feelings and responses among those for whom the service is being provided”(Hochschild 1983).
The development of a new CBE scale is justifiable based on the explanation of the relationship among antecedents, construct and consequences under an unique theoretical framework. In doing so, this study resulted in strong empirical evidence of the Expectancy Theory (ET) framework for explaining consumer brand engagement self-selected brands. The sequence of effort (cognitive, behavior and emotional), performance (consumer brand engagement) and outcomes (BRR & CBE-O) chain of effects was large and significant. The effort-performance (E-P) causal relation was operationalized by the effort based dimensions of CBE, namely Cognitive, Behavioral and Emotional. The performance-outcome (P-O) causal relation was operationalized by the consumer brand engagement concept, and instrumentality was operationalized as the Brand Related Rewards (BRR) to consumer brand engagement outcomes (CBE-O). It was demonstrated that the brand engagement dimensions predict expected Brand Related Rewards (BRR), which in turn predicts consumer brand engagement outcomes (CBE-O). As a result, hypothesis H3a and H3b were supported. Additionally, the measurements of these constructs are mostly invariant (or partially invariant), with adequate parameter stability.
People can learn to stand up for themselves or change a situation when someone or something at work has caused stress or unhappiness. A job challenge may get worse over time and usually doesn’t go away on its own. The sooner an individual begins to adapt in the situation, or in how he or she responds to it, the easier it will be to ...
By assessing the personal meaning of events, emotion comes up. What’s more, positive emotions have not only a role of marking happiness, but also a function to continue
Emotions of a leader are so important in this aspect of leadership. It is through emotions that the leader will be categorized as ‘toxic’ or ‘not toxic.’ It is with no doubt that true leaders will appeal to emotions and as the same time know how to cope with their own emotions and how to perceive or control the emotions of a group. The major fundamental task of a leader is to inspire positive feelings in those he leads. In whichever situation followers always turn their attention to leaders, they expect his reaction towards that particular situation which will act as emotional guideline. The way a leader responds to a situation will give the followers a way of interpreting that event which in turn will make them react emotionally. If a leaders panics, gets annoyed or angry, these emotions will spread to the followers. On the contrary if he shows confidence and optimism to the same situation, his emotions will also be “infectious” (Maxwell, 2002).
Emotional contagion is having one person's emotions and related behaviors directly trigger similar emotions and behaviors in another person or group of people. This can be done through a two-step process of emotional mimicry and synchronization of one's expressions and by vocalizations and posture feedback and movements. When people unconsciously mirror a partner’s expressions, they come to feel these reflections of emotions as well. Emotional mimicry is one of the most highly adaptive behaviors. One can have muscle movements that mirror the expressions they see, including looking at an angry face that activates the corrugator muscle which activates frowning. Then there is also a happy face that contracts the zygomatic major which helps with
There are many different positions in an organization that require different knowledge, skills and abilities. Supervisory and management positions encompass more than just technical knowledge, skill and expertise in their given area, but being leaders over others. This is of interest to organizations in having leaders who are able to motivate, understand and get their teams to work together. Many organizations are looking to improve their performance and productivity through finding and placing the right people in leadership positions. How the concept of emotional intelligence and its evolution has come to the forefront in assisting companies about leadership performance and decisions will be discussed along with the debate among researchers and the review of three assessments as to their impact and uses.
Emotional Labor (EL) is defined “as managing emotions through surface or deep acting by following organizational display rules in return for a wage.” (Hochschild 1983). Task performance and strategy is increased through EL and it has impact on administration of service.
As we all know and experience at some point in our lives, some individuals are just easier to deal with than others are. Interpersonal problems are more prevalent when difficult people are involved, and this is particularly true and most noticeable in the workplace. When personality traits, attitudes, perceptions, feelings, mannerisms, and behavior differ from our own, we can expect conflict and tension. Hosmer (2011) stated this well:
Emotions are frequent companions in our lives. They come and go, and constantly change like the weather. They generate powerful chemicals that create positive and negative feelings, which have a powerful effect on leadership. Some emotions can either facilitate leadership, while others can detract from successful leadership. This course, Emotionally Intelligent Leadership, has truly opened my eyes to the affects that emotions have on being an effective leader. Peter Salovey and John Mayer defined emotional intelligence as “the ability to monitor one’s own and other’s feelings and emotions to use the information to guide one’s thinking and actions” (p. 5). This definition in itself states that emotions, whether it be ones own emotions or those of others, is the underlying factor that directs the actions of a leader. Therefore, throughout the progression (advancement) of this course, I have learned the importance of the development of emotional intelligence for being an effective leader, and because of this I plan on developing the capacities that contribute to being an emotionally intelligent leader for my own success, now and in the future.
A person’s behavior at one specific point in time usually controls their attitude at that time. Managers must be able to understand these basic needs of their workers. If these needs are not dealt with in a certain correct way than workers will not reach their maximum potential. If the lower order of needs is not met than people are not happy. The same can be said of the higher order.
Managers should know that emotions are contagious if the boss has a smile his employees feel comfortable and free to smile. Whereas, a boss that is displaying anger makes the work place uncomfortable and a hostile environment. Generally, employees are responsible for their own emotional behavior but there are exceptions such as during times of tragedy. For instance, employees in Ferguson, Missouri may have been given time off during the recent riots because they would have understandably been upset by the unrest in the
Individuals behave in a given manner based not on the way their external environment actually is but, rather, on what they see or believe it to be. An organization may spend millions of dollars to create a pleasant work environment for its employees. However, in spite of these expenditures, if an employee believes that his or her job that assigned to them is lousy and feel unsatisfactory, that employee will behave accordingly.
An example of this is when people form judgements about certain events or topics such as the news. When people form judgements they do not come out of thin air; people form judgements using shared and personal knowledge, reason, perspective, and emotions. Depending on the topic, emotions may or may not play a large role in the formation of people’s judgements. This past summer, the Supreme Court legalized same sex marriage which caused a huge controversy among many people. I remember seeing friends having large debates over social media about the court’s ruling. In summer school two people got into a heated argument when discussing the topic in my government class. When people asked me for my opinion on the ruling, I simply refused to comment so that I would not get into a debate with another person. Were people placing a large emphasis on their emotions when forming their judgements? There was a sense of confirmation bias among the people when they were debating. This confirmation bias stemmed from a strong emotional attachment to one’s opinions. It is up to the person to decide whether or not they act on their emotions. Because of my religious background, I felt discontent with the ruling. I began to think, “Was I too quick to come up with an opinion on the ruling?” Like the others, I could not repress my emotions towards the topic. But,