Emotional Intelligence in the Workplace
人力资源essay代写 Studies on leaders' emotional responses note that pleasant emotions encourage and inspire employees. Managers' positive or negative
Over the last few years, there has been a growing focus on how employees communicate their emotions in many distinct work environments. According to Brief and Weis (2002) e employees' attitudes, emotions, and behavior in and out of the workplace are influenced by the organizations they work for. Similarly, their attitudes, emotions, and behaviors affect the organizations in which these employees work.
Therefore, this balance necessitates a balance in expressing emotions in the workplace. However, this balance is quite hard to strike and hence emotional dissonance. Oginska-Bulik (2005) notes that emotional dissonance occurs when expressed emotions (typically positive) differ from those truly felt (neutral or negative). Frequent emotional dissonance results in the loss of the power to control one's emotions, implying the impairment of a specific internal resource. As a result, the capacity to detect and manage one's emotions appears to be critical in every profession. Emotional intelligence is the term used to describe this capacity. 人力资源essay代写
Zeidner et al. (2004) point out that It is a relatively new and rapidly increasing discipline in behavioral study that has piqued the general public's interest, business and scientific communities. The approach fits with contemporary culture, emphasizing the significance of self-awareness and understanding in remedying an apparent imbalance between intellect and emotional expression. With this in mind, this paper will start by exploring emotional intelligence and the advantages and disadvantages of emotions in the workplace, discuss the gender argument on emotional intelligence, particularly among leaders and conclude with recommendations to business leaders on emotion management in their organization.
Emotions in the Workplace 人力资源essay代写
It can be difficult for employees to balance their work-life situation concerning emotional management. Lau (2020) notes that this imbalance is why people cry in the restroom while they're supposed to be smiling at their workstations. Negative emotions can be disruptive at best and debilitating at worst. Positive and negative emotions, in addition, are infectious. Emotions can spread automatically among employees in groups; thus, if one sees someone who is agitated, they may get upset involuntarily (Lau, 2020).
The truth is that no matter how hard one tries, emotions leak. Employees' feelings are shared with consumers and future customers. A potential consumer who detects unpleasant emotions is less likely to convert into a paying customer. In contrast, a potential customer who senses excitement and delight from a company's personnel, on the other hand, may become more enthusiastic, which reflects better organizational performance.
Various factors influence the production of moods and emotions in the workplace:
- Exogenous factors, i.e., feelings that develop due to experiences outside the workplace, such as marital issues.
- Endogenous factors caused by at-work activities such as stressful events and problematic managers, incentives, or retribution.
- Managers' attitudes. Managers who are eager, enthusiastic, and lively are more likely to stimulate their followers, while upset and angry managers are more likely to affect them adversely.
- Workgroup characteristics, i.e., members in workgroups tend to share emotions and feelings due to shared socialization environments and emotional effects, task homogeneity, and high task interconnectedness.
- Physical settings in the workplace and organizational incentives and retribution. 人力资源essay代写
Emotions in the workplace bear several advantages and disadvantages.
Job satisfaction, disengagement, collaboration, and even complex indicators like financial results and absenteeism are all influenced by emotional culture. Numerous empirical research suggests that emotions significantly impact how people perform on tasks, are engaged and creative, are devoted to their organizations, and make judgments. (Barsade & O'Neill, 2016) Positive emotions are linked to improved productivity, efficiency, and customer relations across various occupations and industries and at different levels in the organization. Negative emotions, such as collective rage, grief, fright, and such like, on the other hand, frequently negatively affect the employee output, such as poor performance and high turnover (with some exemptions). 人力资源essay代写
Brief and Weiss (2002) note that positive emotions can help employees solve problems more creatively. In addition, being in a good mood fosters the exhibition of helpful behavior and cooperation while reducing hostility. However, Brian and Weiss (2002) discuss that while positive emotional states aid creativity and effectiveness, negative emotion conditions may lead to a more comprehensive canvassing of alternative approaches and more precise judgments. Furthermore, regarding withdrawal behaviors, commitment results from emotional experiences in the workplace. Since both negative and positive emotions affect emotional responsiveness, both qualities should explain employee turnover intention as conveyed by engagement.
The Multilevel Theory of Emotions in the Workplace 人力资源essay代写
Neal Ashkanasay developed this integrated five-level theory to fill the gap of the usual focus on the ephemeral nature of emotions. The most basic level explored is the within-person variation; as outlined by affective events theory, personal, interpersonal relationships, community, and organization-wide views are explored at varying tiers of the approach. Level 1 distinguishes between pleasant mood effects and those that are negative.
In this regard, Ashkanasy and Dorris (2017 )emphasized the significance of pleasant emotion as a catalyst for creativity and cognitive flexibility. Employees experiencing negative emotions are more prone to bias and less likely to be affected by persuasion. Still, negative moods might generate motivational and mental resources to help them solve challenges. Managers experiencing positive emotions are more optimistic in their scenario assessments than those in a bad mood and are more willing to take risks (Ashkanasy & Dorris, 2017). It's worth noting, though, that taking risks isn't always a negative thing, especially in today's fast-paced corporate world. Risks must often be embraced when a business wants to respond swiftly to a changing regulatory or commercial environment. 人力资源essay代写
Level 2 comprises between-persons evaluation and refers to specific individual variation.
This level describes the role of emotional intelligence in the workplace. According to Ashkanasy and Dorris (2017), consists of four core skills including the ability to identify and control one's emotions others, the capacity to utilize this knowledge in cognitive decision making, the power to comprehend the implications of emotions; and the ability to employ and manage emotions in behavioral decision making.
Emotional intelligence is a significant and valid human trait linked to improved professional performance. Even though this field of inquiry is far from conclusive, the literature available certainly implies that employees with high emotional intelligence, as opposed to those with lesser levels of emotional intelligence, more likely contribute to a healthy corporate culture (Ashkanasy & Dorris, 2017). 人力资源essay代写
Level 3 focuses on how emotions are interpreted and conveyed in dyadic relations between members of an organization. It discusses how emotions can aid essential social processes for groups such as collective efficacy, sense of belonging, power role negotiation, synchronizing concerted actions, interpersonal relationships, emotional labor, emotional communication, and understanding emotional dissonance.
Ashkanasy and Dorris (2017) note that employees employ various emotion regulation tactics to cope with emotional responses (rage, terror, or pleasure), often triggered by specific affective stimuli. Cognitive reappraisal, genuine expressiveness, and expressive support are examples of such tactics. While emotional labor remains a significant aspect of organizational productivity, particularly in service encounters, it must be managed carefully to avoid adverse implications.
Level 4 is about group dynamics. In this aspect, leadership is viewed as a social activity that significantly impacts team members' moods and feelings. 人力资源essay代写
In this regard, Ashkanasy and Dorris (2017) studied the emotion process in leadership circumstances. They concluded that the sociocultural settings influence emotions, and those emotions also impact the social framework in a two-way process. Therefore, emotional and mood management could be the most critical aspect of team leadership. Hence a leader's emotional intelligence could be crucial. Emotionally savvy leaders inspire team members to be more productive. Further information will be discussed in The Gender Argument section of this document.
Finally, level 5 discusses the function of emotions in the workplace and the importance of organizational managers working to establish a "healthy emotional climate" (Ashkanasy & Dorris, 2017). According to Ashkanasy and Dorris (2017), a healthy atmosphere is characterized by positive feelings fostered and preserved throughout the organization. The emotional setting in which the organization is placed can influence individual emotions, sentiments, affective exchange, and collective affect. 人力资源essay代写
Organizational emotional climate is a natural collective phenomenon, similar to how one feels while entering a party or a city and experiencing an attitude of joy or sadness, receptivity or apprehension (Ashkanasy & Dorris, 2017). Emotional climate is thus a type of organizational climate that deals directly with organizational members' overall emotions and perspectives concerning their colleagues, managers, and the organization.
The Gender Argument on Emotional Intelligence and Leadership in the Workplace
Studies on leaders' emotional responses note that pleasant emotions encourage and inspire employees. Managers' positive or negative emotional manifestations, for example, have been linked to workers' emotional states and their evaluations of the leaders' competence and appeal to the employer (Rosete & Ciarrochi, 2005). Negative emotions might also affect how their colleagues regard them. For example, in times of stress and emergency, adherents usually expect or even wish their managers to convey their distress through negative emotions.
Leading with Emotional labor is a hallmark of effective leadership and management (Rosete & Ciarrochi, 2005). As a result, outstanding managers communicate their emotions and use the emotional expression to motivate and guide their people. To execute critical duties effectively, managers must put in a lot of emotional labor. As a result, according to Schaubroeck and Shao (2012), for optimal delivery, the manager must avoid negative emotional reactions and transmit certain emotions anchored in social norms.
Leaders should also be aware of the association between gender expectations and emotional reactivity norms. 人力资源essay代写
The implications of displaying specific negative emotions vary depending on the manager's gender. According to research on how managers' unpleasant emotional responses influence their followers' views of the manager, including contentment, confidence in their guidance, and competency. Female leaders who display wrath are often perceived as less capable than those who portray melancholy in reaction to comparable difficulties, such as poor financial performance, according to Schaubroeck and Shao (2012).
However, in a similar predicament, their male counterparts who display wrath are deemed more effective than those who convey melancholy or no affect. While rage is a masculine gender-congruent sensation, it is a female gender-incongruent feeling, according to the literature on gender-specific norms on emotional expression. It elicits agentic attributes associated with outstanding leaders, such as perception of power, competence, discernment, and social rank, according to Schaubroeck and Shao (2012). As a result, when wrath expression is incongruent with gender role standards for women, it may lead to male leaders receiving higher ratings of leadership skills than their female counterparts. 人力资源essay代写
On the other hand, sadness is seen as gender-congruent for women and gender-incongruent for men. Amiability, sensitivity, friendliness, and tenderness are all associated with it. These are desirable attributes that may aid in the development of trustworthy relationships between leaders and followers. On the other hand, sadness is associated with being weak, dependent, submissive, and of lower social standing, all of which are seen as incompatible with effective leadership (Schaubroeck & Shao, 2012; Rosete & Ciarrochi, 2005).
Conclusion and Recommendations
The literature reviewed shows that recognizing emotions and emotional intelligence in the workplace is essential for performance. Positive emotions often lead to better employee productivity and organizational performance, unlike negative ones. Employee emotions, if unaddressed, can have a significant effect on the organization.
Therefore, employees and managers should make sure they are aware of these distinct emotions and aim to strike the correct balance between supporting and preventing them at work. Employees can recognize, experience, and convey more pleasant emotions in the workplace if a culture of trust is established and emotional intelligence skills are practiced. Thus, to ensure a healthy emotional culture in organizations, I would recommend that managers:
- Explore the language of emotions; this skill will help them understand how to help their employees adjust to their own and each other's emotions to sustain the company's achievement of organizational objectives. 人力资源essay代写
- Conduct personal or team check-ins that foster employee engagement in emotional communication; this strategy will helo the managers identify ways to help their employees manage their emotions and improve their productivity and satisfaction.
- Foster positive emotions at work by engaging in activities that post positive feelings.
- Work on developing their emotional intelligence first by being aware of their emotions before interacting with the members to avoid projecting.
Ashkanasy, N. M., & Dorris, A. D. (2017). Emotions in the workplace. Annual Review of Organizational Psychology and Organizational Behavior, 4, 67-90.
Barsade, S., & O'Neill, O. (2016). Manage Your Emotional Culture. Harvard Business Review. https://hbr.org/2016/01/manage-your-emotional-culture#:~:text=Research%20shows%20that%2C%
Brief, A. P., & Weiss, H. M. (2002). Organizational behavior: Affect in the workplace. Annual review of psychology, 53(1), 279-307.
Lau, Y. (2020). Bringing Emotions Into The Workplace. Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2020/05/06/bringing-emotions-into-the-workplace/?sh=17e1bcc9162d 人力资源essay代写
Oginska-Bulik, N. (2005). Emotional intelligence in the workplace: Exploring its effects on occupational stress and health outcomes in human service workers. International journal of occupational medicine and environmental health, 18(2), 167-175.
Rosete, D., & Ciarrochi, J. (2005). Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness. Leadership & Organization Development Journal.
Zeidner, M., Matthews, G., & Roberts, R. D. (2004). Emotional intelligence in the workplace: A critical review. Applied Psychology, 53(3), 371-399.