LEADERSHIP
“When you’re in a positive mood, you’re more open to taking in information and handling it effectively.” Sigal Barsade
angry customers who have lost their luggage. That compares to “deep acting,” in which employees exhibit emotions they have worked on feeling. In that scenario, the stressed- out airline worker sympathizes with the customer and shows emotions that suggest empathy. The second approach may be healthier, Barsade says, because it causes less stress and burnout, particularly emotional exhaustion from having to regulate one’s emotions and “play a role.” But is there a downside to being too authentic? If the company is losing money and experiencing the effects of downsizing, should the manager, feeling stressed and overwhelmed, convey his despair to his workers? Or should the manager try to appear cheerful and act as if nothing is wrong? Barsade says it’s possible for the manager to convey emotions that are both authentic and positive, saying something like, “I
know you’re worried. Things aren’t looking good, but you know, we have a way out of this and we can work [on it] together.” The employees will appreciate the honesty and take comfort in the optimism, she says.
EMOTIONS AS VALUABLE DATA Emotional intelligence — buzz words already familiar in psychology and education — is now talked about in business circles as well, Barsade says. Business schools are teaching executives how to be emotionally intelligent, and how to manage the emotions of their employees. “The idea behind emotional intelligence in the workplace is that it is a skill through which employees treat emotions as valuable data in navigating a situation,” according to the authors. “Let’s say a sales manager has come up with an amazing idea that will increase corporate revenues by up to 200%, but knows his boss
tends to be irritable and short- tempered in the morning. Having emotional intelligence means that the manager will first recognize and consider this emotional fact about his boss. Despite the stunning nature of his idea — and his own excitement — he will regulate his own emotions, curb his enthusiasm and wait until the afternoon to approach his boss.” Barsade says research suggests that
positive people tend to do better in the workplace, and it isn’t just because people like them more than naysayers. “Positive people cognitively process more efficiently and more appropriately. If you’re in a negative mood, a fair amount of processing is going to that mood. When you’re in a positive mood, you’re more open to taking in information and handling it effectively.” While you can’t necessarily change
your coworkers, people can take steps to avoid catching a negative mood, according to Barsade. They can tell
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DOMmagazine.com | oct nov 2016
Visit us at MRO Europe 2016 October 18th - 20th, 2016
RAI Amsterdam | Amsterdam, Netherlands
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