LECTURE 4

Emotional intelligence
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Objectives

1. Describe the nature of work values and ethical values

and why they are critically important in organizations .
2. Understand why it is important to understand employees’
moods and emotions .
3. Appreciate when and why emotional labor occurs in
organizations .
4. Describe the nature, causes, theories, and consequences
of job satisfaction .
5. Appreciate the distinction between affective
commitment and continuance commitment and their
implications for understanding organizational behavior.
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Contents

1. Affect, moods, and emotion

2. Emotional intelligence
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Let’s check what’s your emotion?

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PART 1
Affect, moods and emotion
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1.1 Values

▸ Values: One’s personal convictions about what one

should strive for in life and how one should behave.
▸ The nature of values: Values are personal convictions
about what one should strive for in life and how one
should behave.
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Values

Two kinds of values especially relevant to organizational behavior

are work values and ethical values.

▸ Work values: An employee’s pers onal convictions about what

outcomes one s hould expect from work a nd how one s hould
beha ve a t work.
▸ Ethical values: Ethica l va lues a re one’s pers ona l convictions
a bout what is right a nd wrong. Ethica l va lues help employees
decide on the right cours e of a ction and guide their decis ion
ma king a nd beha vior
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Values

Value in the workplace

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1.2 Attitudes

▸ Work attitudes: Collections of feelings, beliefs, and

thoughts about how to behave in one’s job and
organization.
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Attitudes

▸ Two work attitudes that have especially important

implications for organizational behavior are job
satisfaction and organizational commitment.

 Job satisfaction: The collection of feelings and

beliefs people have about their current jobs.
 Organizational commitment: The collection of
feelings and beliefs people have about their
organization as a whole.
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1.3 Work moods and emotions

▸ Work mood: Describes how people feel at the time they

actually perform their jobs. Some employees tend to feel
excited and enthusiastic at work, whereas others feel
anxious and nervous, and still others feel sleepy and
sluggish.
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Work moods and emotions

 When employees are in positive moods, they feel excited,

enthus ia s tic, a ctive, s trong, peppy, or ela ted.

 When employees a re in negative moods, they feel

dis tres s ed, fea rful, s cornful, hos tile, jittery, or nervous .

 Sometimes , employees ’ feelings are neither s trongly

pos itive nor s trongly negative; they ma y s imply
experience less intense feelings s uch a s being drows y,
dull, a nd s luggis h or ca lm, pla cid, a nd rela xed.
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Discussion

? Think about how your own moods have varied since you
woke up today or about how your moods today differ from
how you felt yesterday?
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Work moods and emotions

▸ Emotions: Are much more intense than moods. Emotions

are intense, short-lived feelings linked to a specific cause
or antecedent and interrupt thought processes and
behaviors.
▸ Emotions alert us to things we need to pay attention to
and things we need to do.
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6 universal basic emotions

▸ Many researchers agree on six essentially universal

emotions : anger, fear, sadness, happiness, disgust, and
surprise .
▸ Some even plot them along a continuum: happiness –
surprise – fear – sadness – anger – disgust .

▸ The clos er two emotions a re to each other on this

continuum, the more likely people will confus e them.
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The Functions of Emotions

▸ Emotions and Rationality : Emotions are critical to rational

thought : they help in understanding the world around us.

▸ Evolutionary Psychology
 Theory that emotions s erve a n evolutionary purpos e:
helps in s urviva l of the gene pool
 The theory is not univers a lly a ccepted
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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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More Sources

 Exercise: Mildly enhances positive mood

 Age: Older people experience negative emotions less
frequently
 Gender:
▹ Women s how greater emotional expres s ion,
experience emotions more intens ely and dis pla y more
frequent expres s ions of emotions
▹ Could be due to s ocia liza tion
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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
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Felt vs. Displayed Emotions

▸ Felt Emotions: The individual’s actual emotions

▸ Displayed Emotions:
 The learned emotions tha t the orga nization requires
workers to s how a nd cons iders a ppropriate in a given
job
 Surface Acting is hiding one’s true emotions
 Deep Acting is trying to cha nge one’s feelings ba s ed on
dis pla y rules
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1.4 Relationships between
Values, Attitudes, and Moods and Emotions
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Relationships between
Values, Attitudes, and Moods and Emotions

▸ When members of an organization share important

values, have positive attitudes, and experience positive
moods, they may be more likely to trust each other.
▸ A lack of trust between employees and managers is often
symptomatic of more widespread problems in an
organization.
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Small Group Break-Out Discussion

Dealing with Salience:

1. Take a few minutes to think about situations in which you were salient
(i.e., you stood out in a group of people).
2. Take turns describing these situations and how you felt .
3. Then take turns describing what other people in these situations did
to make the situation better or worse for you.
4. As a group, come up with ways that (a) individuals who are salient in a
situation can effectively deal with their salience, and (b) those who are
not salient in a situation can avoid paying undue attention to others who
stand out and avoid forming extreme evaluations of them and
stereotyping?
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1.5. Job satisfaction

▸ Job satisfaction - the collection of feelings and beliefs

that people have about their current jobs: is one of the
most important and well-researched work attitudes in
organizational behavior.
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Determinants of job satisfaction

PART2
Emotional intelligence
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2.1 Emotional Intelligence

A person’s ability to:

 Be s elf-a ware (to recognize his or her own emotions
a s experienced),
 Detect emotions in others , a nd
 Ma na ge emotiona l cues a nd informa tion.
Moderately as s ocia ted with high job performa nce. People
who know their own emotions a nd are good at reading
emotiona l cues a re mos t likely to be effective.
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Discussion

In a scale of 10:
▸ How many scores do you think you can master your
emotion?
▸ How many scores do you think you can read other
members’ emotion?
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2.2 Components of Emotional Intelligence

 The ability to diagnose and recognize your own emotions

(internal feelings)
 The ability to control your own emotions .
 The ability to diagnose and empathize the emotions of
others.
 The ability to respond appropriately to those emotional cues.
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Emotional intelligence components

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A Cascading Model of Emotional Intelligence

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Emotional Intelligence on Trial

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2.3 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

 Creativity : Positive moods and feedback may increase

creativity
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More OB Applications of Emotions and Moods

 Motivation : Promoting positive moods may give a more

motivated workforce
 Leadership: Emotions help convey messages more
effectively
 Negotiation : Emotions may impair negotiator performance
 Customer Service: Customers “catch” emotions from
employees, called emotional contagion
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More OB Applications of Emotions and Moods

 Job Attitudes – Emotions at work get carried home but

rarely carry over to the next day

 Deviant Workplace Behaviors – Those who feel negative

emotions are more likely to engage in deviant behavior at
work
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2.4 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
▸ Higher 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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Topic for debate

Perception and attribution have major effects on the decisions made in

organizations and on how members of an organization respond to each
other’s behavior. Now that you have a good understanding of perception
and attribution, debate the following issue.
▸ Team A. There is not m uch ma na gers ca n do to reduce the nega tive
effects of problem s a nd bia s es in perception a nd a ttribution in
orga niza tions .
▸ Team B. Ma na gers ca n ta ke a ctive s teps to reduce the nega tive
effects of problem s a nd bia s es in perception a nd a ttribution in
orga niza tions .
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Summary

▸ 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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