Презентация на тему Emotions in group

to increased cooperation, less conflict and better perceived performance

in groups, while contagious unpleasant emotions can lead to the reverse (Gibson, 2003);
the CEO and his management team share the same affective personality they are more satisfied, have greater shared decision-making, less group conflict and are more productive as a team (Barsade, Ward, Turner, Sonnenfeld , 2000).

found that an emotional culture of companionate love led

not only to better outcomes for employees, but to the patients they cared for, as well as the families of those patients (Mclean & Elkind, 2003);
leader sets emotional culture, but should consider both processes.

to control or manage the experience of emotions, while

focusing on their temporal nature in the process of regulating one’s emotions (Gross & Thompson, 2006).
The leaders’ ability to manage their own and their followers’ emotions effectively can contribute to increased leader effectiveness, a healthier organizational climate, and positive organizational job outcomes (Haver, Akerjordet, 2013).
BUT
ER competencies differ across cultures and organizational contexts (Kafetsios, 2012; Liu, 2010).

emotional displays rather than changing true feelings (Grandey, Foo,

Groth, & Goodwin, 2012).
Reappraisal: it is more difficult to execute, because it requires a high degree of consciousness and personal effort to change emotionally charged situations (Grandey, 2000).

Threshold Model (Geddes & Callister, 2007) provides a framework

for understanding the phenomenon of workers whose anger intensity is more severe.
The “Expression Threshold” refers to a minimal level of emotional expression required for the worker’s anger to be recognized by others in the workplace.
The “Impropriety Threshold” occurs when workers go beyond the acceptable norm for anger expression in a specific workplace.

typically more accepted as societal and corporate norms reinforce

direct anger expressions (and consequences) more readily for men than women (Fitness, 2000).

by others.
Concern for the bottom line.

do the talking.
Stick to your guns
See the glass half-empty.
Truly

don’t care about people.
Don’t think too much—especially about your motives and feelings.

and celebrations
Monitoring and improving team climate
Humor
Environment:
Lighting and colours
Air quality

and odors
Temperature and humidity
Ergonomics