Importance of better understanding and managing emotions at work

 

Mimicry of facial expression eventually leads people to actually feel the emotions displayed on their faces (Hatfield, Cacioppo, and  Rapson, 1993).

Research indicates that customers of organizations require positive emotional displays by employees (Thurau, Groth, Paul, and Gremler, 2006).

Emotions and related constructs clearly play a major role in the lives of humans, and expressions of emotion are universally recognized by people of all cultures (Ekman, 1973).

 

Ego at work

When you really want to understand what ego is and how it works for the purpose of becoming a more effective manager and leader. The language of psychology provides a basis for better understanding the forces at work. From a psychological perspective ego is one of three ‘functions' of the human mind the other two being the ‘id' and the ‘superego'.

Emotions at work

The usefulness  of emotions in the workplace can be a confusing topic for experienced and newly-appointed managers.

On the one hand emotional intelligence training is increasingly popular reflecting growing recognition of the significant part played by emotions in interpersonal relations at work.

It is great when a positive emotion such as enthusiasm spreads quickly through an organization lifting people's spirits and performance. 

Guidelines for better understanding of emotions

- When somebody speaks up about how they are feeling they might be a lone voice but they often express what others are also feeling;

- Managers detect the early warning signs of unexpressed emotions (such as silence when invited opinions) and create environments in which people feel safe to speak;

- Managers listen to what people say about how they feel and seek to understand the implications for workplace activity;

- Understanding promotes better workplace relations;

- Whilst some people are naturally more emotionally intelligent;

- Can choose to ignore the emotional side of organizational life but it is always there.

 

Appropriate actions to managers to manage the emotions

- Make sure own ego is healthy .

- Assess your own emotional intelligence and take steps to improve if necessary.

- Take the lead in setting the standards of professional behaviour that expect from the people in your team.

- It is not a part of  the job to diagnose personality deficits in colleagues.

- Ensure the availability of  adequate policies and procedures that limit undesirable behaviours.

- Consider ego strength and emotional intelligence during the hiring process for new staff. 

References 

Ekman,P.(1973)Cross cultural studies of facial expression. In P. Ekman (Ed.), Darwin and facial expression: A century of research in review.New York: Academic Press,169-222. 

Fitzell,J.(1970)Egos and emotions at work. Professional architects Australia. 

Hatfield, E., Cacioppo, J., and Rapson, R. (1994) Emotional contagion. New York: Cambridge University Press.