Article

Emotion in the workplace: The new challenge for managers

Source: OAI

ABSTRACT Emotions in workplace settings and emotional intelligence are hot topics in management today. Leading business journals such as Fortune and Harvard Business Review have featured articles on emotional intelligence. But there is more to emotions in the workplace than just emotional intelligence. The aim of this article is to acquaint managers with intriguing new research that examines both emotional intelligence and the broader issue of emotion, which has been shown to play a powerful role in workplace settings. We show that this research has a strong potential for practical application in organizations within many broad human-resource functions such as selection, performance management, and training, as well as implications for more narrow domains like customer service. We conclude that the study of emotions in organizational settings has provided new and important insights into the way in which people in organizations behave, and we offer advice for managers to enable them to develop and to maintain a positive emotional climate in their organizations.

0 Bookmarks
 · 
184 Views
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: In this paper researchers try to identify the characteristics and differences of competent manager and leader. Leadership and management are terms that are often used interchangeably in the business world to depict someone who manages a team of people. In reality leadership vs. management have very different meanings. To be a great manager you must understand what it takes to also be a great leader. Management and leadership skills are often regarded as one and the same to many businesses. While the two inherently share many similar characteristics, they differ in that not all managers are leaders, but all leaders are managers. They are complementary qualities inexorably linked to each other, and any attempt to extricate one from the other is impossible. Whereas the manager exists to plan, organize and coordinate, a leader serves to inspire and motivate. Militarily speaking, a manager is the battlefield general while the leader is the commander-in-chief. A great quote that shows the differences between managers and leaders: 'Leaders conquer the context - the volatile, turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them- while managers surrender to it. The manager administers, the leader innovates.
    New York Science Journal. 04/2014; 7(4):17-20.
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Self-concordant work motivation arises from one's authentic choices, personal values, and interests. In the present study, we investigated whether self-concordant motivation may fluctuate from one work-related task to the next. On the basis of self-determination theory, we hypothesized that momentary self-concordance buffers the negative impact of momentary work demands on momentary happiness. We developed a modified version of the day reconstruction method to investigate self-concordance, work demands, and happiness during specific work-related tasks on a within-person and within-day level. In total, 132 teachers completed a daily diary on three consecutive work days as well as a background questionnaire. The daily diary resulted in 792 reported work activities and activity-related work demands, self-concordance, and happiness scores. Multilevel analysis showed that-for most work activities-state self-concordant motivation buffered the negative association of work demands with happiness. These findings add to the literature on motivation and well-being by showing that the levels of self-concordance and happiness experienced by employees vary significantly on a within-day level and show a predictable pattern. We discuss theoretical and practical implications of the findings to increase employees' well-being.
    Journal of school psychology 12/2013; 51(6):735-50. · 2.31 Impact Factor
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: For decades now, it has been claimed that a way to improve software developers’ productivity is to focus on people. Indeed, while human factors have been recognized in Software Engineering research, few empirical investigations have attempted to verify the claim. Development tasks are undertaken through cognitive processing abilities. Affective states – emotions, moods, and feelings - have an impact on work-related behaviors, cognitive processing activities, and the productivity of individuals. In this paper, we report an empirical study on the impact of affective states on software developers’ performance while programming. Two affective states dimensions are positively correlated with self-assessed productivity. We demonstrate the value of applying psychometrics in Software Engineering studies and echo a call to valorize the human, individualized aspects of software developers. We introduce and validate a measurement instrument and a linear mixed-effects model to study the correlation of affective states and the productivity of software developers.
    14th International Conference on Product-Focused Software Process Improvement (PROFES); 06/2013

Full-text (2 Sources)

View
12 Downloads
Available from
Jun 30, 2014