How Emotions And Moods Of A Six Month Deployment

Although originally written in 1983, The Managed Heart is still an up to date look at an interesting concept: combining emotional feelings with the work one does. At first glance, the notion that emotions may have an impact on one’s work environment seems almost a non-issue. However, Hochschild is not saying that; rather, Hochschild looks at the effect of emotions in the workplace, but also the interaction of those emotions with the work itself. The author’s interest in this topic began at an early age, 12, when she recounts an event in her life: her parents, part of the U.S. Foreign Service, entertained diplomats. Hochschild describes the question that came to her mind as she looked up into the smiling face of a

Emotionally engaged thinking is a system that can be taught and facilitated. It recognizes emotions as a tool for making engaged, effective, and authentic decisions and it empowers the development of organizational environments within human potential. Emotionally engaged thinking is designed to embrace the emotions as a critical part of the process, by first engaging in the emotion of the decision and recognizing its place and value. (Sowcik et al., 2015, pg. 151) This also promotes an approach that incorporates emotions as a catalyst for positive decision-making. The intent of emotional engaged thinking is that all individuals involved in decision-making not just the leaders have some level of emotional investment in challenges and problems facing their particular field and helps the organization to become more aware employee’s emotions related to a problem or decision. (Sowcik et al., 2015, pg.

We are exposed to various emotions everyday, whether it is at work, at school, on the street, or even at home. An emotion could be described as an individual’s reaction to an event, in which that individual is aware of his/her own feeling. There are two types of emotions, positive and negative. Positive emotions could include feelings such as love, joy, and bliss. Negative emotions could include feelings like fear, anger, and anxiety. Social psychologists are under the impression that negative emotions are stronger than positive emotions. Emotions have physiological as well as mental components. This means that there is some form of arousal and thinking involved. Now that we know a little about emotions, one might ask, what are the basic

Emotions are used in our everyday lives help us understand and comprehend a situation. The way we feel can affect the way we think through a situation and the situation that we make. Our emotions are expressed when we play sports, when a loved one dies, or when we see our newly born baby for the first time. Emotions are a state of consciousness like joy, sorrow, fear, hate, and love. Whenever we are presented with a situation, our brain responds in feelings, and our feeling determine what will happen next.

Attempts to define “emotion” have proved to be rather difficult. Instead of searching for a comprehensive definition, Gross (2011) describes the three core features of emotions. First, emotions occur when an individual decides that a situation is relevant to his or her goals. Second, emotions are multi-faceted, and involve both subjective and physiological experiences, as well as behaviors. The third feature involves the authoritative nature of emotions. They have the powerful ability to interrupt ongoing processes, assert their priority over other activities, and force their way into awareness. For example, some traditions describe emotions as “disorganized interruptions of mental activity” (Salovey & Mayer, 1989). Emotions are such an

'Home Again: Early Experiences of Post-Deployment Stress' by Erin Finley is about war veterans and their experience once they reach home. Finlay says that those who returns forgets what it's like to live a normal life, what it feels like to live with their loved ones, to watch tv and do other normal things. Since the war changed them so much, they feel scared that maybe their loved ones won't accept their changes. Finley talks about Adam Baldwin, a thirty year old. He chose to be a marine because his grandfather was one and fought in the world war two and he wanted to follow in his grandfather's footsteps. Baldwin says that he was more scared coming home than going to Iraq. He says that he was scared of how much he has changed and what will

I have learned that emotions can play a key part of leadership. I have taken the self-assessment surveys and after reading into the definition, I now have valuable insight of my emotional maturity. I now have a few tools to tailor my emotion to become a more effective leader. I am also learning how to read others emotions could be a useful tool for shaping the situation and get the best outcome possible. When the majority of the soldiers practice the Army values, this builds resiliency among the ranks and

In contrast,emotion is a strong feeling which is shown and connects to other factors such as a person’s circumstances, mood or relationships with others. However, individuals who interact with people and things as part of their daily lives, play a part in anybody’s emotional state, making them feel positively or negatively about that experience.

Mood on the other hand, refers to a momentary but relatively sustained and persistent state, frequently compared in psychology and psychiatry with a more specific term: emotion (Coleman, 2006).

With tears in our eyes we smiled and said goodbye, such a bitter sweet parting but it was for the best. It's been said that a picture is worth a thousand words. While I have heard this many times in my life, I never truly understood the saying until I personally experienced it.

Through mentorship and guidance from respected senior noncommissioned officers, my priority has shifted from the mission to the people that make that mission happen. By providing an environment where I am able to balance the emotions of the airmen above and below me will allow for the mission to happen with minimum distractions. Being there for my people will strengthen our respective relationships and instill loyalty and trust. I hold loyalty and trust near and dear to my heart and to build that I have to be emotionally flexible to my people. Lucky for me, I have been fortunate enough to have a supporting cast who understand who I am. They know that I care, however I will not always have the privilege of working with understanding individuals. Going forward, I will have to change my personality to display my emotions. In this particular case, I do not view this as an unnecessary change, but an opportunity to

In many companies there is a r¬¬eal urgency in the need to take on some form of emotional labour. Emotional labour is therefore the ‘control of a person 's behaviour to display the appropriate emotions’ (Chu, 2002). This suggests that an individual either suppresses or conceals ones emotion in order to correspond to social norms. Hochschild first introduced this concept of ‘Emotional Labour’ in her book ‘The Managed Heart’ in 1983. In her book, she discussed workforce management and how their views construct ‘publicly observable facial and bodily displays’ (Hochschild, 1983). In juxtaposition to this, emotions are associated to specific reasons/events to which disrupt thought patterns and attitudes. They are momentary and are communicated orally and non-orally. Consequently an individual’s performance of emotions, include ‘a complex combination of facial expression, body language, spoken words and tone of voice’ (Rafaeli and Sutton, 1987).

According to the Army’s leadership doctrinal manual, Army Doctrine Publication (ADP) 6-22, Army leadership is “the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization.” The missing link within this doctrinal definition and the field manual is an all-inclusive importance on the emotional side of leadership. The ability for leaders to be aware one or check their emotions as it not only affects them, but their subordinates and organizations in successfully accomplishing missions and tasks assigned from higher headquarter elements (ADP 6-22, 2012). According to Daniel Goleman, an accomplished psychologist and author, significant elements to being a successful a leader are an ability to exercise and awareness of their emotions while understanding how their emotional capability impacts the way he leads and influences on their followers (Champoux, 2011).

This is important because emotions drive the decisions we make, affects our perception, and how we act in different situations. According to the Affective Events Theory (AET) model, job satisfaction is a combination of our personalities, emotions, beliefs, stressors, etc. play a major role in how we behavior within our organization (Organizational Behavior, 2014, p. 39; ch. 7). Take me for example, I’m an ENFJ. The “F” stands for “Feeling”, which means I tend to make decisions based on how I, or others feel versus logic or objective criteria (Humanmetrics Jung Typology Test, 2017). My personality ties into my emotions, and my emotions either increase or decrease my job satisfaction. For instance, say I’m dealing with a high pressured project, while my organization is undergoing a reorg where priorities, processes, and expectations are changing, and I have to deal with a very negative co-worker every single day - I will probably be extremely stressed out in a negative way, primarily because I’m sensitive and subjected to becoming stressed easier than most. In this case my emotions are negatively affecting my motivation, and I start looking for a new job. Ture story by the way. This correlates back to our week one discussion where we talked about how our attitudes affect our behaviors. Since I have a personality where I require clear expectations, I become very stressed when management is not providing support. It’s hard for me to motivated and keep my team on track when we have no idea what is going on. My attitude begins to change, and my job satisfaction decrease, and I become less committed to my organization (Organizational Behavior, 2014, p.7; ch. 4). To tie in a few more theories from Chapter 7, I will use the same example I provided above to talk about self-esteem and self-efficacy. In my experience, when you have to work for a person who is very

Affective Events Theory is recognising different factors that cause employees’ emotional reactions on their work and how the emotional reactions influence the employees’ job performance (Greenberg, 2011). This theory helps employers to understand employees’ moods and emotions at workplace. Affective Events Theory examines the impacts of work-related incidents on emotional reactions and the following consequences for attitudes and behaviour (Russell-Bennett, Hartel & Beatson, n.d.). Ashkanasy (2002) stated that Affective Events Theory is the collection of a sequence of positive or negative affective events that turns to positive or negative affective states. If there is a negative affective event and turn to negative affective states, it will threaten attitudinal states and behavioural reactions of employees (Ashkanasy, 2002). This theory also clarifies as an approach of counterbalancing judgment-based theories of work attitudes and behaviours (Weiss & Cropanzano, 1996).