Workplace Emotions Emotions are contagious Types of Emotions: The Circumplex Model of Affect Sources of Emotions and Moods • Weather : No direct Impact • Stress: Stress causes negative mood. • Social Activities: Social activities help in feeling good. • Sleep: Lack of sleep increases negative emotions. • Exercise: Exercise enhances positive mood. • Age: Elderly people focus more on positive stimuli. Sources of Emotions and Moods: Personality Traits • Moods and emotions have a personality trait component. • Personality traits influence the type of emotions that predominate our lives. • For example: neuroticism The Role of Emotions and Moods in Organizations • Happier people tend to outperform less happy people. • Research indicates that people with high positive affectivity make better decisions than those showing high negative affectivity. • Mood also biases the evaluation of some objects or people. • People who are in good moods tend to be highly generous and are inclined to help fellow workers. • Short-term Recall Mood Congruence on the Job Mood congruence refers to our tendency of recalling positive things when we are in a good mood and recalling negative things when we are in a bad mood. • • Accuracy Nature The broaden-and-build theory of positive emotions Model of the broaden-and-build theory of positive emotions: Source - Guilford Press, Fredrickson and Cohn (2008, Figure 48.1) [17]. Affective Events Theory (AET) This theory identifies various factors that lead to people’s emotional reactions on the job and how these reactions affect those individuals. Managing Emotions Felt emotions and Displayed emotions Display Rule: Cultural norms about the appropriate ways to express emotions. Emotional Labor At workplace employees are required to display organizationally desired emotions during interpersonal interactions. At times we suppress our emotions, as it may not be appropriate to reflect the true forms of felt emotions. We put psychological efforts to hold back our true emotions. Emotional dissonance occurs when the employees feel inconsistencies between the emotions they feel and the emotions they project. Emotional labor is high in jobs that require: • frequent and long display of emotions • display of variety of emotions Individuals need to exercise cognitive control to express organizationally desired emotions. Emotional Labor: Surface and Deep Acting To conform with the display rules, individuals might go for surface acting or deep acting. Surface Acting: Person tries to confirm to display rules by simulating emotions that are actually not felt. Deep Acting: To confirm the display rules, person tries to modify true feelings to actually feel the emotions that he/she is expected to display. Surface acting, focuses directly on outward behavior whereas deep acting focuses more on the inner feeling. Emotional Labor Challenges • It is difficult to display expected emotions accurately, and to hide true emotions • Emotional dissonance due to the conflict between true and required emotions is: potentially stressful with surface acting less stressful through deep acting Emotion Regulation Emotion Regulation Techniques • Emotional Suppression • Cognitive Reappraisal • Mindfulness • Social Sharing Emotional Intelligence Emotional intelligence refers to the abilities to recognize and regulate emotions in ourselves and in others for better performance. EI Dimensions: Basic Framework Self Awareness • Self-awareness enables us to know about what drives us and what we’re passionate about. • Without self-awareness, our emotions can blind us to do things we really don’t want to do. • By being aware of our feelings and thoughts, we can decide how to act or react in a given situation or to a certain person. • Individuals with high emotional intelligence are usually very self-aware. Self Regulation • It is important to regulate our feelings and manage them so they do more good than harm. • Emotions are contagious, so our passions can energize others, but our ranting can damage work relations. • When we are angry, we are unable to make good decisions and often react inappropriately to the extent of losing our perspective. • By learning the ability to manage our emotions, we can become more adaptable and innovative in stressful situations. • Characteristics of self-regulation are thoughtfulness, comfort with change, integrity and the ability to say no. Self Motivation • Self-motivation is about visualizing the achievement of a goal and taking the necessary steps to get there. • By appropriately managing the power of our emotions towards a purpose we can motivate and inspire ourselves. • Self-motivated people defer immediate results for long-term success. Empathy • Empathy is about responding to others appropriately with sensitivity and compassion. • An empathetic individual listens and responds to other individuals by naturally displaying sensitivity and concern. • An effective team leader will be attuned to different people’s needs and emotional responses by being empathetic. Effective Relationships (Social Skill) • Good social skills can make individuals better communicators and better collaborators. • Strong social skills make individuals good team players. • People good at social skills can manage disputes, and are masters at building and maintaining relationships Dimensions of EI: Modified Framework Intrapersonal Intelligence – Self-Awareness, – Self-Management, Interpersonal Intelligence - Social Awareness, - Relationship Management (Social Skills) Emotional Competence Emotional Competence is a learned capacity based on emotional intelligence and it contributes to effective performance at work. (Goleman, 1998) Framework for Emotional Competence Regulation Recognition Self Others Applications of Emotions and Moods in OB • • • • • • • • Selection Process Decision Making Creativity Leadership Negotiation Work-life Satisfaction Counter Productive Work Behavior Safety and Injury at Work Any Queries?
