...All work is emotional work. Discuss. Emotions are described as reactions to objects or situations, whereas emotions in the workplace, for instance emotional labour, are referred to as organisationally desired emotions during interpersonal transactions that employees express. Emotion at work, as describe by many researchers, can push individuals to behave in unusual ways and for this reason, organizations have tried to curb the level of emotion that is displayed at the workplace. Often, the problem that most management teams have is in finding the right balance between the levels of emotions that can be displayed within their company and how stringent should their rules be to ensure that emotional displays are curbed. The management teams across organizations are often accuse of being insensitive towards the needs of their employees, where they have been so occupied with trying to maintain a certain degree of discipline in which they have failed to recognize the emotional issues that creep into individuals. According to Hochschild (1983), emotion involves the physical coordination of the body, the mental planning of actions, and the emotional inducement or suppression of feelings. He defines emotional labour as the use of techniques in emotion management, or emotion work, to control the emotions that are expressed as an integral part of a particular process of labour. Emotional labour are undertaken whenever a job requires one to induce or suppress feeling in order to sustain...
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...Jake- Take a look at this poor young manager. His awareness his emotions as well as the emotions of others doesn’t exist. He’s grumpy and incapable of generating enthusiasm or interest in his co-workers. He doesn’t understand why his employees always get mad at him. He over reacts all the time, and says things that hurt people’s feelings. Although none of this is done on purpose, it has become a huge problem within the company. It is because his emotional intelligence is very low. Emotional intelligence is the ability to be self aware (recognizing emotions), detect emotions in others and manage emotional que’s. Andrew just got in a huge fight with his employee and co-worker Susan. Andrew- Why is she so mad at me!!? Jake- Susan came to Andrew this morning to tell him a very important piece of information. Susan’s mom just passed away and she came to ask Andrew for the rest of the day off. All Andrew could think to say was, “As long as you finish all of your work, I could care less… Let’s see what ensued. Andrew- Why did Susan just quit? It’s not my fault her mommy just died. I swear she liked working here. What happened? Could it have been something I said?..... Nooooo…. Hmmm….. How can I figure out what would have been the best thing to say? I wonder what Steve Jobs would do. I wonder if there’s an app for that? INSERT AUDIO RECORDING Andrew- Sweet, Steve Jobs App!!!! So I see here that Steve Jobs had high self-awareness with regards to his strengths but not as...
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...………………10 Continuance Commitment …………………………………….………………...10 Normative Commitment………………………..………………….…………….10 Chapter 2: Emotional Intelligence……..……………………………………………..….11 Daniel Goleman’s Five Components of EI……………….…………………………......12 Self-awareness…….…….……………………………………………………….13 Self-regulation……..………………………….………...…….……...………..…13 Motivation……………………………….………………….......………………..14 Empathy………………..….……………………………...………...……………14 Social Skill……………………………………………………………………….14 Peter Salovey & John Mayer’s Four Branch Model……………………………………..15 E.I., Transformational & Transactional Leadership……………………………………..16 Summary…………………………………………………………………………………17 References……………………………………….……………………………...…….….19Certification Statement……………………………..……………………...………….…23 Abstract This paper briefly explains how organizational behavior and employee commitment are directly related to an individual’s performance within an organizational setting. It will also summarize the three component model of organizational commitment developed by Meyer and Allen. Peter Salovey and John Mayer’s concept of emotional intelligence is presented in contrast to Daniel Goleman’s view of IE as a viable concept in an organizational setting. Furthermore, transformational and transactional leadership is briefly presented in an attempt to correlate to concept of emotional intelligence and why this writer believes it is relevant to the study of organizational behavior. Chapter 1 Organizational Behavior ...
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...1 Emotional Intelligence and Business Success The Impact of Leaders’ Emotional Intelligence on Employee Satisfaction and Commitment by Kerry S. Webb, PhD Assistant Professor of Management Texas Woman’s University School of Management P.O. Box 425738, CFO 413 Denton, TX 76204-5738 940-898-2104 kswebb@twu.edu Electronic copy available at: http://ssrn.com/abstract=1948065 2 ABSTRACT Business leaders impact their subordinate performance and attitudes through their leader behaviors and attitudes. This study discusses the potential impact of leader behaviors via emotional intelligence attributes on employee satisfaction and commitment to their leader and to the organization. The findings suggest strategies for enhancing leader behaviors to maximize positive individual- and organization-level outcomes. Methodology This study presents a brief review of emotional intelligence and summarizes the current research on organizational leadership regarding how leader behaviors impact employee and organizational outcomes, especially employee satisfaction and commitment, two variables of interest in this study. Study data was collected via survey methodology, utilizing workers with full-time work positions across multiple industries. Implications This article contributes to the field of management by determining the impact and effect of leader behavior on employee satisfaction and commitment. Vast research to date has shown the overwhelming importance of high satisfaction and commitment...
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...F Primal Leadership: The Hidden Driver of Great Performance hat most influences your company’s bottom-line performance? The answer will surprise you—and make perfect sense: It’s a leader’s own mood. Executives’ emotional intelligence—their selfawareness, empathy, rapport with others—has clear links to their own performance. But new research shows that a leader’s emotional style also drives everyone else’s moods and behaviors—through a neurological process called mood contagion. It’s akin to “Smile and the whole world smiles with you.” W Emotional intelligence travels through an organization like electricity over telephone wires. Depressed, ruthless bosses create toxic organizations filled with negative underachievers. But if you’re an upbeat, inspirational leader, you cultivate positive employees who embrace and surmount even the toughest challenges. Emotional leadership isn’t just putting on a game face every day. It means understanding your impact on others—then adjusting your style accordingly. A difficult process of self-discovery—but essential before you can tackle your leadership responsibilities. T H E I D E A AT W O R K STRENGTHENING YOUR EMOTIONAL LEADERSHIP Since few people have the guts to tell you the truth about your emotional impact, you must discover it on your own. The following process can help. It’s based on brain science, as well as years of field research with executives. Use these steps to rewire...
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...Emotional intelligence means to be smart with feelings and examples of emotional intelligence are: * being able to recognize and manage your emotions appropriately * being able to recognize and effectively deal with others’ emotions * being able to motivate yourself and maintain successful relationships In short, emotional intelligence is the skill of perceiving, understanding, and effectively managing emotions like anger, happiness, anxiety, optimism, humor, sadness, fear, shame, love. Emotional intelligence example 1 Two people had a fight with their boss at work. One of them was emotionally intelligent and the other wasn't. On returning to their homes the first, who wasn't emotionally intelligent, started shouting at his children. This guy acted based on his emotions without thinking about them in an emotionally intelligent way. when the second person returned home and found that the kids were noisy he just told himself, “well, why should I shout at the kids, they are not the ones to blame for my feelings, they always make that loud noise while playing. The main reason i am feeling bad is because of my boss” Emotional intelligence example 2 One of the very simple examples that can be cited is that of a child and a parent. A child while looking at the sky with sparkling eyes wishes to have the moon and stars as other set of toys and the parent doesn’t reveal the truth rather assures that one day s/he would get the moon and stars for the child!!! That...
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...Leadership by Daniel Goleman and Richard Boyatzis Product 12088 Best of HBR on Emotionally Intelligent Leadership, 2nd Edition Collection Overview What distinguishes great leaders from merely good ones? It’s not toughness, vision, or industry smarts. It’s their emotional intelligence—a potent combination of self-management and relationship skills. Studies strongly suggest that emotional intelligence plays a far greater role than IQ in determining leaders’ effectiveness, and thus their organizations’ success. To increase your emotional intelligence, start by understanding the skills that define it. Then learn how to flexibly interchange those skills to meet the needs of shifting circumstances. Finally, use mood contagion (a powerful neurological process) to create positive chemical connections between your and your followers’ brains. COPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Featuring the work of Daniel Goleman, this HBR Article Collection shows you how to foster and spread the positive emotions that drive quantifiable business results in your firm. The Articles 3 Article Summary 4 What Makes a Leader? by Daniel Goleman Emotional intelligence comprises five self-management and relationship skills. Selfmanagement skills include 1) self-awareness—knowing your strengths, weaknesses, and emotions and their...
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...Assignment 3 – Lisa Benton Case Analysis Jack Welch Management Institute Instructor Ardith Bowman JWI510 June 16, 2013 Introduction Lisa Benton is a Harvard educated MBA who chose to work at the Home care Division of Houseworld based upon the classical marketing training in a structured environment from an industry leader over Right-Away which she had interned at. Benton was informed she would become a product manager within 2 to 3 years, yet was not informed of the importance of her performance in the first year. She was informed that the product manager’s responsibility was to groom his or her associates to be “promotable”. Benton was assigned Deborah Linton as her Product Manager who informed her of her dislike for MBA’s with “MBA’s act like they know a lot more than they do” and “the only way to learn is on the job and your formal education won’t help you.” Ron Scoville, the Associate Product Manager and team member, shared the same sentiments with Lisa. Linton made it clear to Lisa that she was ‘going to have to prove herself like everyone else.” There would be no special treatment because she was a Harvard MBA. Linton informed her she should feel free to stop by her office if she had any questions and she was to report to her and not to Ron Scoville, the Associate Product Manager and team member. She also was informed she would get objectives for her job which she never received and later learned Linton was recently promoted and it was thought that Linton exhibited...
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...The collaboration between emotional intelligence and the leadership A Case study of SAGA Corporation Presented By: Muhammad Adnan College: London College of Business Supervisor Name: Joy Joseph Submission Date: Declaration This work has not previously been accepted in substance for any degree and is not being concurrently submitted in candidature for any degree. |Signed | |(Candidate) | |Date | | | STATEMENT 1 This thesis is the result of my own investigations, except where otherwise stated. The correction services have been used, the extent and nature of the correction is clearly marked in a footnote(s). Other sources are acknowledged by footnotes giving explicit references. A bibliography is appended. |Signed | |(Candidate) | |Date | | | STATEMENT 2 I hereby give consent for my thesis, if accepted, to be available for photocopying and for inter-library loan, and for the title and summary to be made available to outside organizations. |Signed | ...
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...Emotional work is the control of feelings and emotions to create an observable facial and bodily display (Hochschild 1983). This means that workers evokes or suppresses certain emotions to allow their visible behaviours to conform to social norms as required by the situation. Given the growth of the service sector (Lovelock et al. 2008), the importance of emotional work is critical in achieving service excellence and customer loyalty. The service sector, which includes sales jobs for the purpose of this essay, is defined as economic activities where customers expect to obtain value by accessing labour, professional skills and goods (Lovelock et al. 2008). This essay will examine the term emotional work and its relevance to the service sector. Arlie Hochschild (1983) first introduced the term emotional work in her book called “The Managed Heart”. She argues that emotional work is a gesture in everyday social exchanges that applies both socially and professionally. The term emotional work is further described in the book as the management of emotions with an underlying motive to make profit by organizations in a ‘service-producing society’ (Hochschild 1983). It can, therefore, play an important role in the delivery of service. Through their study of hospitality organizations, Johansson and Woods (2002) showed that emotions play a critical role in the delivery of service excellence and customer loyalty. The importance of emotional work in the service sector can also be understood...
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...Chapter 1 Developing Self-Awareness True/False Questions Key Dimensions of Self-Awareness 1. Self-awareness is at the foundation of personal life management skills. True (page 58, easy, recall) If false, why? The Enigma of Self-Awareness 2. Empirical evidence indicates that people who are more self-aware are healthier, perform better in leadership roles, and are more productive at work. True (page 59, easy, recall) If false, why? 3. The concept of sensitive line refers to the point at which individuals welcome information about themselves from their co-workers. False (page 59, moderate, recall) If false, why? The concept of sensitive line refers to the point at which people become defensive or protective of information about themselves 4. Marvin consistently finds fault with Alicia’s competence as a manager. Because Alicia has been told she is doing a good job and therefore responds in a threat rigid way. Thus, her most likely response will be to defend herself in light of Marvin’s accusations. True (page 60, moderate, understanding) If false, why? 5. Self-awareness can be managed by exercising minimal control over when and what kind of information one receives about oneself and by not involving others in the pursuit of self-understanding. False (page 60, moderate, understanding) If false, why? It requires more than minimal control. Understanding and Appreciating...
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...I. Part 2: Overview of Relevant Literature This section reviews recent literature about Emotional Intelligence and the theories that connect certain emotional aspects, personality traits, behaviours and preferences with leadership styles and leadership effectiveness. Recent literature Emotional Intelligence (EI) is a term that was created by Salavoy and Mayer and was defined as: “a type of social intelligence that involves the ability to monitor one's own and others' emotions, to discriminate among them, and to use the information to guide one's thinking and actions” (1993, 433). This concept was further developed by Daniel Goleman (1998) who describes EI as a set of social and emotional competencies associated with performance, health and success. Goleman’s biggest contribution is a model known as “Competency based” which comprises affective abilities and cognitive skills that are distinct from abilities measured by traditional IQ tests. This EI competencies are: self-awareness, self-management, social awareness and social-relationship management. (Goleman 1998) Norwack (2012) refers to a newer-generation approach called “Trait based” model (TEI) which is a result of a mix of previous models: Personality based, Competency based and Mental ability. This model enumerates four aspects of EI: sociability, self-control, well-being and emotionality. Petrides- Perez Gonzalez-Furnham (citied by Smith et al. 2013) express their agreement with TEI model saying that...
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...(Bernardin 15). The office environment is a microcosm of humanity, there are varying personalities, socioeconomic influences, and cultural differences to name a few. The composition of the workforce is changing drastically, and these changes are affecting HRM policies and practices. It is estimated as of 2010 only 15 percent of the U.S. workforce were native-born white males. Furthermore, nearly 90 percent of growth in the U.S. workforce from 1995 to 2008 came from women, immigrants, African-Americans, and people of Hispanic or Asian origin (Bernardin 15). Consequently, it is now more important than ever, HR professionals and Managers develop skills to manage the diversity of the organization today. One such skill is the development of Emotional Intelligence (EI). (EI) is paramount to managing the changing characteristics of a diverse workforce in the competitive business environment of today. Cultural differences can be a source of conflict in the workplace that can affect productivity and ultimately the bottom line. Much like family that evolves and grows through marriage, or friendships, people are often thrown together with different interests and personalities. The same can be said for the workplace, except that often people are thrown together for no other reason than they have chosen the same career path or have talents that bring them together as part of a team. Whether co-workers like each other or not, they still have to be able to work together (Pincus 159). ...
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...1.1 BACKGROUND OF THE STUDY Emotional Intelligence comprises specific skills behaviors, and attitudes that can be learned, applied and modeled by individuals to improve personal satisfaction and career effectiveness (Nelson & Low, 2003). In other words, emotionally intelligent skills are developed to help lecturers cope with daily multiple tasks and provide substantial growth and psychological health. According to Goleman (1998) asserts that emotional intelligence, not IQ, forecast a workplace success and who inspires by the powerful of EQ as a leader. This study describes a research undertaken with a sample of lecturers from Faculty of Business Management in Universiti Teknologi MARA Shah Alam and Puncak Alam Campus, including male and female lecturers. Besides, a meta-analysis of 59 studies by Van Rooy and Viswesvaran (2004) found that emotional intelligence correlated moderately with job performance. According to Hargrevas (2001), both teaching and learning are not only concerned with knowledge, cognition and skills, but they are also emotional practices. Dewey highlighted that an educator ought to “have the sympathetic understanding of individuals as individuals which gives him an idea of what is actually going on in the minds of those who are learning” (Dewey [1938]” 1997, p. 39). Harkin (1998) found that, “effective behaviors are the most important determinants of student satisfaction with educator,” through “recognizing individuals, listening to students, showing...
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...Favorite Brand MKT/421 Favorite Brand In the world of consumerism, a brand or a favorite brand is important. However, why it is so important is the key to being so successful. That brand has to speak to the consumer, reach out on an emotional level and keep the consumer coming back. “Brands deliver emotional connection to a business’ products and services. Most purchase decisions have critical emotional components” (Shoultz, 2015). For these reasons, we will discuss my favorite brand and its success, TOMS Shoe Company. TOMS TOMS Shoe Company is a unique and inspired company, founded by CEO Blake Mycoskie and what the people in the business refer to him as, Chief shoegiver. TOMS has an interesting background, and what seems like a very unlikely place to find inspiration, comes out of nowhere to create one of the most successful businesses of its kind. Mycoskie, an entrepreneur from Texas, had several startup businesses from driver’s education to a campus laundry facility. In 2002, Mycoskie and his sister were on the popular television show, The Amazing Race. On this show, Mycoskie found himself in several countries in South America, in which one he fell in love with, Argentina. It was here he discovered the inspiration for what would be the driving force for TOMS. The Idea While in Argentina, Mycoskie discovered the true reality of poverty in the small villages outside Buenos Aries. People and children so poor they could not afford shoes. Mycoskie learned that not having...
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