Article

Emotion in the Workplace: The New Challenge for Managers

Academy of Management Executive (Impact Factor: 3.75). 02/2002; 16(1). DOI: 10.5465/AME.2002.6640191
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.

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Available from: Neal M. Ashkanasy, Jun 30, 2014
    • "There is some evidence of a direct relationship between EI and effective conflict management. EI facilitates a leader's ability to have successful interactions and positive relations with others (Law et al., 2004; Lopes et al., 2003), to develop collective goals with their direct reports (George, 2000), and to discern the emotional climate in organizations (Ashkanasy and Daus, 2002). Individuals with a high degree of EI may have less relationship conflict or manage this conflict more effectively (Lopes et al., 2005). "
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    ABSTRACT: Purpose: The purpose of this paper is to investigate the critical relationship between emotional intelligence (EI) abilities and conflict management styles in the workplace. Design/methodology/approach – Totally, 126 participants completed a measure of EI and an assessment of conflict management styles. Regression analyses were then performed. Findings: Results of regression analyses indicate several significant relationships between EI abilities and participants’ conflict management styles. The EI abilities of problem solving, social responsibility, and impulse control were the most directly related to how participants managed conflict at the workplace. Research limitations/implications: Future research should attempt to replicate these findings in other samples. In addition, researchers should investigate other significant variables that explain people’s choices in conflict management styles. Practical implications: Implications of these findings suggest that for management development purposes, people should attempt to improve on the EI abilities of problem solving, social responsibility, and impulse control in order to manage workplace conflict effectively. Originality/value: This investigation contributes to the literature by identifying specific EI abilities, rather than a macro measure of EI, that are associated with different styles of conflict management.
    No preview · Article · Mar 2015 · Journal of Management Development
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    • "One of the most provocative ideas in the management literature over recent years concerns the possibility that a form of intelligence pertaining to the emotions is related to the performance of organization members (Cote and Miners, 2006). Indeed, the concept of EI has had an unusually important impact on managerial practice (Ashkanasy and Daus, 2002), based on the assumption that EI has the potential to contribute to more positive attitudes, behaviors, and outcomes among organizational members (Bar-On et al., 2005; Carmeli, 2003). "

    Full-text · Article · Jan 2015 · Management Research Review
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    • "Emocje są naturalnym i ewolucyjnym, a w związku z tym podstawowym wymiarem funkcjonowania człowieka. Nie jest zatem dużym zaskoczeniem, że badacze na gruncie organizacji i zarządzania od przeszło 20 lat systematycznie podejmują analizy roli emocji w życiu organizacyjnym (Ashforth, Humphrey, 1993; Ashkanasy, Daus, 2002; Barsade, Gibson, 2007; Brief, Weiss, 2002; Elfenbein, 2007; Van Kleef i in., 2012). Badania te dotyczą najczęściej związków pomiędzy pozytywnym lub negatywnym afektem a postawami, decyzjami lub zachowaniami pracowników. "
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    ABSTRACT: Pracownicy nie zawsze życzą swoim współpracownikom sukcesów i powodzenia w realizacji zadań zawodowych. W pewnych sytuacjach oczekują raczej ich niepowodzeń czy porażek i gdy stają się one faktem, pojawia się emocja określana mianem schadenfreude. Emocja ta, wyrażająca radość z cudzego nieszczęścia, jest jednym z kluczowych elementów (tzw. zmienną pośredniczącą) pozwalających zrozumieć mechanizmy pojawiania się destruktywnego klimatu organizacyjnego. Celem artykułu jest prezentacja tego, w jakich sytuacjach życia organizacyjnego pojawia się schadenfreude, a także w jaki sposób emocja ta może determinować patologiczne – dla środowiska zawodowego – zachowania pracowników.
    Full-text · Article · Dec 2014
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