Organizational Behaviour - Emotional Stability

Every organization that aspires to be successful must address the value of emotional intelligence in the work place. How people relate to each other determines if the organization eventually moves from

Emotional stability is defined as the extent to which a person lacks insecurity, possesses calmness, and is free from negative thoughts. When we look at John Mackey we can see that he is full of positive thoughts and he himself carries a positive attitude, which in turns gives people around him the positive energy and motivates them when he is around, or is going after a certain objective. He is considered at times very aggressive, and sometimes would almost be considered obnoxious. The one thing that we can see is that he believes in what he is doing, and has inner peace.

Another characteristic of Emotional intelligence (EI) consists of the abilities to be able to persist in the face of frustrations; mood and distress regulation in order to think; urge control and deferment of gratification; to empathize and to hope. Studies have shown that a person with EI show competency in different areas of their professional life like self-management and relationships, self-regulation, and motivation. Taking into consideration the slices that conforms a leader with high EI it is fair to say that these skills are not innate but teachable to those who want to be the best leader they can be. EI skills can be fortified via steady education and training.

Ashkanasy, N. M., Zerbe, W. J., & Härtel, C. E. (2002). Managing emotions in the workplace. ME Sharpe. Retrieved March 21, 2017 from https://books.google.com.ph/books?hl=en&lr=&id=nUiRnxzD68UC&oi=fnd&pg=PR11&dq=N.+M.+Ashkanasy,+C.+E.+J.+Hartel,+and+W.+J.+Zerbe+(eds.),+Emotions+in+the+Workplace:+Research+Theory+and+Practice+(&ots=S-KCim_1_h&sig=4JpsB9u67hD6nObcHRAD_F5t2hE&redir_esc=y#v=onePage&q=N.%20M.%20Ashkanasy%2C%20C.%20E.%20J.%20Hartel%2C%20and%20W.%20J.%20Zerbe%20(eds.)%2C%20Emotions%20in%20the%20Workplace%3A%20Research%20Theory%20and%20Practice%20(&f=false

Emotional stability is the fourth trait of the Big Five personality traits.” Low scores of emotional stability mean that the individual is highly reactive in situations, which would not affect most people.” On the other hand, high scores show that a person is more stable, do not get upset as easily, and is relatively calm. I was not

According to Green (2017) “When we feel emotionally balanced, we are aware of and able to manage our emotions, and we have a realistic and mostly positive view of ourselves, others, and the circumstances in our lives”.

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

“Emotional intelligence is the ability to understand and manage our emotions and those around us, therefore, this quality gives individuals a variety of skills, such as the ability to manage relationships, navigate social networks, influence and inspire others. Every individual possesses different level, but in order for individuals to become effective leaders, they will need a high level of emotional intelligence. In today’s workplace, it has become a highly important

While labor can and is often seen as work that is done physically, it is also seen as an act which necessitates using mind and soul. Depending on the area in which an individual works, it can lean towards using all three – body, mind, and soul – to be successful. It is at this point that Emotional Labor (Hochschild, 1983) begins to take its place in the work environment. Emotional Labor is using self to perform work where an employee creates a pleasant atmosphere by giving good customer service. The ability to use self as a means to perform better on the job may have larger implications than we know of. This paper will look at different ideas which contribute to Emotional Labor as a workplace construct and the effects it has on the

The book “Working with Emotional Intelligence” by Daniel Goleman deals with the emotional assets and liabilities of individuals in organizations. Emotional intelligence is traits that go beyond academic achievement or IQ. As a matter of fact he points out that high academic intelligence can sometimes stand in the way of emotional intelligence. Broadly speaking, emotional intelligence determines how well we handle difficult situation, which cannot be solved by logic, but more by a “feel” for the situation. These attributes are very hard to measure, which is why many standardized tests, whether academic or for employment, fail to measure these attributes, even though these are the one which determine

Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader. In the course of the past year, my colleagues and I have focused on how emotional intelligence operates at work. We have examined the relationship between emotional intelligence and effective performance, especially in leaders. And we have observed how emotional intelligence shows itself on the job.

Leaders today are presented with an ever-increasing reliance on unifying a team or organization to achieve goals and objectives. With this demand for higher-level leaders, the ability through which a leader is able to appeal to specific traits and qualities is never more important. Emotional Intelligence (EI) is one area of focus that a leader in the marketplace today must be able to appeal to and demonstrate as a core competency.

In this write-up, attempt is made to provide conceptual clarifications on the subject matter, “Emotional intelligence”, an overview of the theories of emotional intelligence, including a brief discussion about how important the role of emotional intelligence can be in leadership, performance (both educational and work place settings) and in wellbeing.

Researcher that has been carried out on the topic of emotional intelligence (EI) have revealed findings that link EI with higher achievements of individuals. A study done by Carmeli (2009) indicated that emotional intelligence plays a role in the wellbeing of individuals. Specifically, emotional intelligence is suggested to be an important predictor of crucial organizational consequences such as job satisfaction (Daus & Ashkanasy, 2005). Gender is another variable that is proposed as having a relationship with the concepts of emotional intelligence and job satisfaction. All over the world, many organizations are studying their employees’ satisfaction, feelings and attitudes not only to plan on how to allocate rewards and possibilities but also they do it because they are worried more about their employees’ feeling toward their jobs (Golparvar & Qazvi, 2010).

In contrast with the past workplace challenges and organizational behavior, there is a necessity to understand ourselves and others. Sometimes the stress and prestige can cause an adverse impact on one’s position in the workplace. The ability to deal with our emotions while working effectually with others and at the same time, performing the organization’s expectations are in high demand. Since the employees are an asset, and the organization is expecting a return on their investment, understanding how emotions work and how it impacts one’s capacity is indispensable in accomplishing organizational goals. In the workplace, people often have to work with each other. So the handling of relationships and interacting with others becomes the key to the success of the organization. Managers need to have a combination of skills and abilities such as the strength of will, awareness of self, empathy for others and sensitivity toward others internally and externally. Before one can handle others emotions he/she must first learn to lead themselves. So the question become, how is this done? Coleman’s theory suggest that this can be done through emotional intelligence which is the ability to create, build and maintain viable relationships (Coleman, 1998, p. 14). No one wants to follow the leadership of a person who cannot manage his/her emotions. Let’s look together at three business CEO’s personal backgrounds and use of emotional intelligence. The top chief emotions officers in the U.S.