Emotions

Affect – Emotions – Mood!!

• Affect – range of feelings which encompass emotions &
moods.
• Moods – feelings which are less intense than emotion and
is not directed towards any thing.
• Emotions – intense feelings that are directed towards
someone or something.
– Reactions
– Object specific
– Emotions can turn into moods
Affect, Emotions, and Moods
 The Six Universal Emotions

Happiness Surprise Fear Sadness Anger Disgust

Emotion Continuum
 The Structure of a Mood

• Classifying Moods: Positive and Negative Affect

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 Emotion Management

• 1. Impulse control
• 2. Stress management
• 3. Anger management
• 4. Managing sadness
• 5. Problem-solving
 Impulse Control

• responding instead of reacting

• recognizing the trigger and the

physiological reaction and then finding a
way to control your response
 Anger Management
• Anger can have the snowball effect because it can
gain momentum from small triggers and when
one has an existing level of anger.

• Venting often does not get it out of your system;

instead it gets stronger.

• Managing anger could mean focusing on an

incompatible (opposite emotion), using
relaxation techniques, or using an awareness of
triggers as a cue to walk away.
 Problem solving

• Active listening
• Empathy
• Awareness of others’ feelings
• Open topics and conclusion
 Managing Sadness
• Sadness is the emotion that people try to avoid the
most.

• People often isolate themselves when sad, which

disconnects them from supports.

• Laughter, exercise, small successes, and helping others

can all help in counteracting sadness.

• We often feel sad when we hold on to hurt feelings

rather than expressing them.
 Stress Management
• Indicators of stress include: neck and back pain,
headaches, overreaction, and change in sleep or
appetite.

• Worrying plays a part in stress and anxiety. It can

create a cycle of negative thinking.

• One major source of stress is how we perceive things.

• Ways of coping with stress, relaxation techniques,

proper nutrition, exercise and sleep.
• Emotions and Rationality
– Emotions are critical to rational thought: they help in
understanding the world around us.
• Evolutionary Psychology
– Theory that emotions serve an evolutionary purpose:
helps in survival of the gene pool
– The theory is not universally accepted
Sources of emotions and moods
Personality
Moods and emotions have a trait component: most people have built-in
tendencies to experience certain moods and emotions more frequently than
others do.
People also experience the same emotions with different intensities.
Contrast Arsenal coach Arsene Wenger to Microsoft CEO Bill Gates. One is
easily moved to anger, while the other is relatively distant and
unemotional.
Wenger and Gates probably differ in affect intensity, or how strongly they
experience their emotions.
 affect intensity, or how strongly they experience their emotions.
 Affectively intense people experience both positive and
negative emotions more deeply: when they’re sad, they’re
really sad, and when they’re happy, they’re really happy.
 Sources of Emotions and Moods

Day of Week and Time of Day

– More positive interactions will likely occur mid-day and
later in the week

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 More Sources
Weather
– No impact according to research
Stress
– Increased stress worsens moods
Social Activities
– Physical, informal, and epicurean activities increase positive
mood
Sleep
– Lack of sleep increases negative emotions and impairs
decision making

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 Even More Sources
Exercise
– Mildly enhances positive mood
Age
– Older people experience negative emotions less frequently
Gender
– Women show greater emotional expression, experience
emotions more intensely and display more frequent
expressions of emotions
– Could be due to socialization

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 Emotional Labor
An employee’s expression of organizationally
desired emotions during interpersonal
transactions at work
Emotional dissonance is when an employee has
to project one emotion while simultaneously
feeling another
 Emotions: Felt vs. Displayed Emotions
• Felt emotions The individual’s • Displayed emotions The learned
actual emotions emotions that the organization
– Actual feelings requires workers to show and
– In-born considers appropriate in a given job
– Natural response – Emotion exhibited
– Desired, organizational
requirements.
– Learned
How do you fall victim to office politics is mostly a difference between felt &
displayed emotions?

Emotions are never neutral. Being neutral is being emotionless

 Surface Acting is hiding one’s true emotions

 Deep Acting is trying to change one’s feelings based on display rules
 Emotional Intelligence
A person’s ability to:
– Be self-aware (to recognize his or her own emotions as
experienced),
– Detect emotions in others, and
– Manage emotional cues and information.
Moderately associated with high job performance
The ability, capacity, or skill to perceive, assess, and manage the
emotions of oneself, of others, and of groups
 Emotional Intelligence on Trial

The case for: The case against:

 Intuitive appeal – it makes  EI is too vague a concept
sense
 EI can’t be measured
 EI predicts criteria that
matter –positively  EI is so closely related to
correlated to high job intelligence and personality
performance that it is not unique when
those factors are controlled
 Study suggests that EI is
neurologically based

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 OB Applications of Emotions and Moods

• Selection – Employers should consider EI a

factor in hiring for jobs that demand a high
degree of social interaction
• Decision Making – Positive emotions can
increase problem-solving skills and help us
understand and analyze new information
– Emotionally charged people make poor decisions, lose patience to
analyze the pros & cons
– People experiencing positive emotions are good decision makers.
Problem solving skills are sharpened

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 More OB Applications of Emotions and Moods

• Creativity – Positive moods and feedback may

increase creativity
• Motivation – Promoting positive moods may
give a more motivated workforce
– People with high motivation are emotionally committed to their
work/project.
– Involvement with the job generates positive emotions
– Discouragement leads to low motivation level, hence negative
emotions can be displayed

3-22
Even More OB Applications of Emotions and Moods

• Leadership – Emotions help convey messages

more effectively
– Leader rely a lot on expression of feelings by themselves
– They also read and understand others’ emotions to be a better leader.
– Leaders make people follow them by making them emotionally charged
– Emotionally charged people accept change readily
• Negotiation – Emotions may impair negotiator
performance
• Customer Service – Customers “catch” emotions from
employees, called emotional contagion

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Even More OB Applications of Emotions and Moods

• Leadership – Emotions help convey messages

more effectively
– Leader rely a lot on expression of feelings by themselves
– They also read and understand others’ emotions to be a better leader.
– Leaders make people follow them by making them emotionally charged
– Emotionally charged people accept change readily
• Negotiation – Emotions may impair negotiator
performance
• Customer Service – Customers “catch” emotions from
employees, called emotional contagion

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 Theories of Emotions:
• James-Lange Theory
– “We feel sorry because we cry, angry because we
strike, and afraid because we tremble”
(James, 1890)

• Cannon-Bard Theory
– Rejects the view that physiological arousal alone leads
to the perception of emotion.
– Instead, both the physiological arousal and emotional
experience are produced simultaneously.
 Theories of Emotions
• Schachter Singer Theory of Emotion
– Emotions are determined jointly by the physiological
arousal and the labeling of that arousal on the basis of
cues from the environment
– Emotions are experienced by observing our environment
and comparing ourselves with others
• Demonstrated by Schachter Singer Experiment.

• What’s take away from all this?

– That no one has a clear theory formulating emotion!
 Functions Of Emotions
• Following are the functions:
– Preparing us for actions
• For example, on seeing an angry dog charging, the
emotional reaction (Fear) would get us moving out of the
dog’s way - quickly
– Shaping our future behavior
• The emotional response that occurs when we experience
something unpleasant – such as a threatening dog – teach us
to avoid similar circumstances in future.
– Helping us interact more effectively with others
• Promotes more effective and appropriate social interaction
 How Can Managers Influence Moods?

• Use humor to lighten the

moment
• Give small tokens of
appreciation
• Stay in a good mood
themselves – lead by
example
• Hire positive people

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 Implications for Managers

• Understand the role of emotions and

moods to better explain and predict
behavior
• Emotions and moods do affect
workplace performance
• While managing emotions may be
possible, absolute control of worker
emotions is not
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 Keep in Mind…
• Positive emotions can increase problem-
solving skills
• People with high EI may be more effective in
their jobs
• Managers need to know the emotional
norms for each culture they do business with

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 Emotional Intelligence
Emotional Intelligence is “the capacity for
recognizing our own feelings and those of
others, for motivating ourselves, and for
managing emotions well in ourselves and in
our relationships. Emotional intelligence
describes abilities distinct from, but
complementary to, academic intelligence.”
Daniel Goleman (1998)
 The 5 Components of EI

•Emotional Self-Awareness
•Managing one’s own emotions
•Using emotions to maximize intellectual processing
and decision-making
•Developing empathy
•The art of social relationships
(managing emotions in others)
 The development of EI
• A genetic contribution is likely
• They are not destiny (timidity)
• Early expression of emotion by parents helps
learning
• Early abuse hinders learning
• Poor ability to read others’ emotion may lead to
the development of poor social skills.
 Models of EI
– Ability Model of EI
– Mixed Models of EI
– Trait EI Model
 Ability EI Models
• Based on Salovey and Mayer’s conception of EI
• The model claims that EI includes 4 types of abilities

– Perceiving Emotions
• Identify emotions in feelings and thoughts, designs, artwork
• Discriminate - accurate and inaccurate, honest vs dishonest

– Using Emotions
• Prioritize thinking
• Mood swings – from optimistic to pessimistic– multiple
viewpoints
• Happiness facilitates creativity
 Continued
– Understanding Emotions
• Relationships among emotions – loving and liking
• Meaning - Sadness often accompanies a loss
• Complex feelings – awe as a combination of fear and surprise

– Managing emotions
• To stay open to feelings – pleasant as well as unpleasant
• Moderating negative emotions and enhancing pleasant ones

• The current measure of Mayer and Salovey’s model of

EI, the Mayer-Salovey-Caruso Emotional Intelligence
Test (MSCEIT) is based on a series of emotion-based
problem-solving items
 Mixed Models of EI
• Introduced by Daniel Goleman
• Goleman’s model outlines four main EI
constructs :

– Self-Awareness
• Ability to read one’s emotions and recognize their
impact while using gut feelings to guide decisions

– Self-Management
• Involves controlling one’s emotions and impulses, and
adapting to changing circumstances
 Cont…
– Social Awareness
• Ability to sense, understand and react to other’s emotions
while comprehending social networks.

– Relationship Management
• Ability to inspire, influence and develop others while
managing conflicts

• Two measurement tools are based on the

Goleman model:
– The Emotional Competency Inventory (ECI)
– The Emotional Intelligence Appraisal
 Trait EI Model
• It refers to an individual’s self-perception of emotional
abilities

• Some traits
Adaptability , Assertiveness , Emotion perception,
Emotion expression , Emotion management, Emotion
regulation , Impulsiveness , Relationships, Self-esteem,
Self-motivation , Social awareness, Stress management
,Trait empathy , Trait happiness, Trait optimism

Measure of this construct is the Trait Emotional

Intelligence Questionnaire (TEIQue)
Taking the time for mindfulness

Recognizing and naming emotions Nine Strategies

for
Understanding the causes of feelings

Differentiating between emotion and the need to take action

Preventing depression through “learned optimism”

Managing anger through learned behavior or distraction techniques

Listening for the lessons of feelings Promoting

Emotional
Using “gut feelings” in decision making Intelligence
Developing listening skills
 Emotional Intelligence Map

Self-Awareness Empathy
Emotional Awareness Understand Others
Accurate Self-Assessment Developing Others
Self-Confidence Service Orientation
Self Management Leveraging Diversity
Self Control Political Awareness
Trustworthiness Social Skills
Conscientiousness Influence
Adaptability Communication
Innovation Conflict Management
Motivation Leadership
Achievement Drive Change Catalyst
Commitment Building Bonds
Initiative Collaboration & Cooperation
Optimism Team Capabilities
 EI and Decision making
• Scottand Bruce in 1995 considered five decision
making styles as the General Decision Making Style
1. Rational Decision Making Style
2. Intuitive Decision Making Style
3. Dependent Decision Making
4. Spontaneous Decision Making
5. Avoidant Decision Making Style
• Key findings (Moghadam et al)

• Rational Decision Making Style – Managers with Low level of EI on

rational decision making and therefore not able to make appropriately in
complex, turbulent environments.
• Intuitive Decision Making Style – Managers with this style donot neglect
rational analysis of problem completely but they believe in most of the
situations it is not possible to follow rational model and managers should
take courses of actions that their internal intuitions identify and adjust it.
• Avoidant Decision Making - Managers who are at
low levels of EI are not able to recognize internal feelings
of themselves and other persons. They can not either
control their feelings or make social relationships with
others. Such managers have to tolerate stress and
pressure when they face with decision making situations.
Increasing the level of stress can make people to escape
from decision situations and postponed decision making
as much as possible.
• Possessing high level of self confidence and
maintaining internal calmness are of
critical characteristics for decision makers, high level
of EI also can help decision makers to react
appropriately when they face with opportunities or
threats of their environment.
• Criticality of decision making among different
management tasks, it is important to
consider emotional intelligence (EI) as necessary
competency for those who are going to be assigned
at management levels of organizations.
 IQ v/s EQ
(Intelligence Quotient v/s Emotional
Quotient)
• The research shows that IQ can help you to be
successful to the extent of 20 percent only
in life. The rest of 80 percent success
depends on your EQ
GETS YOU GETS YOU
HIRED FIRED/PROMOTED

THE PROFESSIONAL SUCCESS

46
 EQ Definitions

Formal Definition: the ability to use your emotions to

form an optimal relationship with yourself and others.

Daniel Goleman Definition: the capacity for recognizing

our own feelings and those of others, for motivating
ourselves and for managing emotions well in ourselves
and others.
EQ = Emotional Intelligence
Goleman’s EQ Model
 Self-Awareness

Self-awareness means having a deep

understanding of one’s emotions…how their
feelings affect them, other people and their
job performance…
Daniel Goleman
 Self-Awareness
People with high skill levels of self-awareness:
• Interact easily with team members and clients who
are demanding.
• Make decisions in a calm state of mind.
• Accurately assess themselves and exhibit openness.
• Are quietly self-confident.
• Accurately assess people and situations.
 Components of Self-Awareness
• Emotional Awareness - recognizes one’s
emotions and their effects.

• Accurate Self-Assessment - knowing one’s

strengths and limits.

• Self-Confidence - a strong sense of one’s self-

worth and capabilities.
 Components of Self-Awareness
• Self-Confidence
– Understand your talent
– Suspend self-doubt and push through feelings of
self-doubt to boost confidence
 Actions to Build Self-Awareness
• Develop habit of self-observation
• Spend time daily on self-reflection
• Keep a journal
• Ask for feedback
 Self-Management

Self-management, which is like an on-going

inner conversation, is the component of EQ
that frees us from being prisoners of our
feelings. People engaged in such a
conversation…find ways to control (emotional
impulses) and even to channel (emotions ) in
useful ways…
Daniel Goleman
 Components of Self-Management

• Self-Control
• Trustworthiness
• Conscientiousness
• Adaptability
• Innovation
 Self-Management

The ultimate act of personal responsibility at

work may be taking control of our own state
of mind.
Daniel Goleman
 Self-Management Activity
Self-talk

Constructive Inner What Are You Telling

Dialog Activity Yourself Lately Activity?

OR
 Actions to Build Self-Management

• Develop constructive inner dialogs

• Avoid distorted thinking
– Overgeneralizations
– Destructive labeling
• Derail counterproductive behavior
– Sarcasm
– Avoidance
– Boastfulness
• Use humor
• Redirect your emotional energy
• Take time out to relax
• Behavior rehearsal
 Self-Motivation

(People who possess self-motivation skills) are

driven to achieve beyond expectations…The
key word here is achieve…They are motivated
by a deeply embedded desire to achieve for
the sake of achievement (alone)…
Daniel Goleman
 Self-Motivation
People with high skill levels of self-motivation:
• Initiate improvements in their jobs, departments and
division
• Succeed at difficult assignments more often than
those with low self-motivation
• Are less likely to quit their job or leave the
organization
• Motivate their staff and others they interact with
• Magnetize a cadre of people around them with the
same traits
 Components of Self-Motivation
• Achievement drive
• Commitment
• Initiative
• Optimism
 Actions to Build Self-Motivation
• Use motivational self-statements (affirmations)
• Use positive mental imagery
• Find an emotional mentor
• Create a healthy work environment
 Empathy

…empathy means thoughtfully considering

employee’s (other’s) feelings - along with
other factors - in the process of making
intelligent decisions…
Daniel Goleman
 Empathy
People with high skill levels of empathy:
• Frequently inform people during times of change and uncertainty
• Promote collaboration
• Develop all staff to their potential
• Develop and retain the intellectual capital of the organization
• Achieve consistently high performance of direct reports
• Enjoy increased job motivation and satisfaction of staff
 Components of Empathy
• Understanding others
• Developing others
• Serving others
• Leveraging diversity
• Political awareness
 Empathy Notes
• Understanding is not the same as agreement
• Research suggests a negative correlation between
being in positions of power and empathetic abilities
• In a team oriented, customer focused organization,
empathy is critical
 Actions to Build Empathy
• Look for the good and similar
• Assume people have the best of intentions
• Practice a “walk in their shoes”
• Listen better
• Try to identify with what the other person is
saying and feeling (perhaps by reflecting on an
experience you’ve had that produced a similar
emotion in you)
 Managing Relationships

Adeptness at inducing desirable responses in

others.
Daniel Goleman
 Managing Relationships

People with high skill levels of managing

relationships:
• Can count on a wide circle of colleagues during
difficult times
• Find the “common ground” among differing views
• Effectively leads teams
• Achieve change initiative objectives
 Components of Managing Relationships

• Influence
• Communication
• Conflict management
• Leadership
• Change catalyst
• Building bonds
• Collaboration and cooperation
 Actions to Build Managing Relationships

• Know the relationship boundaries and

expectations
• Use appropriate self-disclosure
• Keep confidences
• Be enthusiastic
• Listen more and talk less
Some strategies to handle conflict

Key Strategy
Don’t offend

Don’t be offended.
Some strategies to handle conflict

Key Strategy
There are some things, I just don’t have
to have an opinion on!
Some strategies to handle conflict

Key Strategy
Don’t assume motive.
Some strategies to handle conflict

Key Strategy
Let’s agree to disagree, agreeably.
 Taketothe…
Some strategies handle conflict

L isten

E mpathize

A pologize

D o something or
Direct to someone who can
 Saying “No”
Some strategies to handle conflict
Nicely
Saying NO nicely
N eutralize through a positive
beginning
I mmediately empathize

C ourteously explain

E mphasize your desire to help

 EQ Findings
• High EQ people are happier, healthier and more successful in
relationships.

• High EQ people exhibit:

– Balance between emotion and reason
– Awareness of their own feelings
– Empathy and compassion for others
– Signs of high self-esteem

• We aren’t all created emotionally equal - we have different

emotional temperaments.
• The way we act out, express ourselves, and use our emotions can
be changed!
 EQ at Work
• 70% of the reasons for losing a customer are EQ related.
• 59% of workers report they do not receive recognition for a job
well done.
• 75% of workers say they do not find management’s leadership
inspiring.
• 50% of time wasted in the workplace is due to the lack of trust.
• Everyday 50,000 people quit their jobs.
• 85% of workers report they could work more effectively.
• 80% of Americans do not look forward to going to work.
 EQ at Work (cont)
• EQ is greater than 85% of what enables “star performers” to
develop into great leaders.
• EQ allows people to think more clearly under pressure,
eliminating time wasted by anger, anxiety and fear.
• As a determinant of high performance, EQ is twice as
important as technical and cognitive skills combined.
• Workers with high EQ get along better and solve problems
more efficiently.
• Workers with high EQ positively impact people they interact
with – they are good role models of excellent performance.
Happiness
 WONG’S 4 TYPES OF HAPPINESS
1. Hedonic
The pleasant moments such as “eat, drink, and be merry”

2. Prudential
The “flow” or enjoyment of doing what one does best

3. Eudaimonic
A sense of fulfillment or flourishing from the pursuit of
meaning & virtue

4. Chaironic
The feeling of being blessed or favoured by God
 8 Simple Rules for Happiness
1. Freedom of Choice: You have the power to choose
happiness and not to let anyone disturb your happiness
2. Faith & beliefs can open up many unexpected blessings
3. The right perspective can make all the difference
4. Acceptance: Enjoy who you are & what life offers
5. Values: Devote time to what really matters
6. The journey is more enjoyable than the destination
7. Contentment is the key to wealth & happiness
8. Gratitude will bring joy to you & others
 Happiness
Elements of Subjective wellbeing

1. Happiness:
An emotional state.
How you feel about yourself and the world.
2. Satisfaction with Life:
More global judgment about your acceptance
with your life.
More of a cognitive assessment.
 Last element of SWB

3. Emotional stability:
• low level of neuroticism.
• lack of serious personality flaws.
• Neurosis: “poor ability to adapt to one's
environment, an inability to change one's life
patterns, and the inability to develop a richer,
more complex, more satisfying personality."
(Boeree, 2002)
 How happy are we?
Time magazine poll (12/2004)
“Would you say that so far you have lived
• the best possible life you could have.
• a very good life
• a good life
• a fair life
• a poor life
How happy are we? Results.

Time magazine poll (12/2004)

“Would you say that so far you have lived
• the best possible life. 13%
• a very good life 37%
• a good life 33%
• a fair life 15%
• a poor life 2%

• Good + very good + best possible = 83%

 Is SWB stable over time?

• All have mood swings.

• Some days better than others.
• Get good or bad news.
• Solution: Event sampling.
• Csikszentmihalyi gave subjects pagers.
• When pager beeps, have to enter mood and
activity into a journal or mini computer.
• SWB small changes but quite stable.
 Changes in SWB
• Life crisis will cause a dip.
• Celebration will cause a rise.
• But SWB quite consistent.
• A few long term studies.
Psychological components of SWB
Ed Diener and David Myers
1. High self esteem
• Most important predictor of SWB
• Western cultures value individual
achievement and success
• Eastern cultures value group success.
• Self esteem tied to group membership.
Psychological components #2

2. Sense of perceived control.

• Belief some measure of control over life
events (in cases where possible).
• Rotter: Locus of Control
• Internal locus best.
• Newer term: personal control: belief that
you can effect outcomes.
 Psychological components #3
3. Extroversion
• Higher SWB in people who are interested in
things outside themselves.
• Extroverts generally have higher SWB.
• Seek and enjoy company of others.
• Doesn’t mean that all introverts are unhappy.
• Introverts prefer join a few close friends.
 Psychological components #4
4.Optimism
• “a tendency to expect the best possible
outcome; to dwell on the most hopeful aspect
of a situation.”
• Look to the future with hope and positive
expectations.
• Optimistic explanatory style
Psychological components #5

5. Positive social relationships

• High correlations of SWB with satisfaction
with family and friends.
• Social support and emotional intimacy.
• Important for physical and psychological
health.
• Strongest external source of SWB.
• Social contact better predictor than wealth,
education or career.
 Psychological components #6
6.Sense of meaning and purpose.
• Defined as spirituality by some.
• Doesn’t have to be religious.
• Belief that your life is connected to a greater
good.
• Your life will make a difference.
• Happiness is not just about developing
positive emotions, it has two other
constituent parts: purpose and resilience.
• Having a clear and meaningful purpose is a
key element in sustaining long-term
happiness. And because negative emotions
are an integral part of life, developing
resilience is the third highly essential
component of happiness, as it enables us to
deal effectively with negative emotions when
they arise
• Employers who are serious about achieving
effectiveness and productivity through a
happy workforce need to ensure workers are
given the opportunity to do engaging,
meaningful and purpose-driven work, are able
to develop good relationships and experience
a sense of achievement.
 EI and Happiness
EI and happiness are positively correlated.
Following are some of the ways (variables) to
manage EI and to be happy
• Self awareness
• Managing emotions
• Motivation
• Empathy
• Handling relationships
• Social inclusion
• Expressing gratitude