GROUP-3_CHAPTER-4_-Emotions-and-Moods.pdf

CHAPTER 4 EMOTIONS AND MOODS Why Were Emotions Suppressed in OB? The emotions therefore were deemed irrational and had no place within the workplace setting. In fact, this was pretty much rooted within the "Myth of Rationality," which shows that rational decisio...

CHAPTER 4 EMOTIONS AND MOODS Why Were Emotions Suppressed in OB? The emotions therefore were deemed irrational and had no place within the workplace setting. In fact, this was pretty much rooted within the "Myth of Rationality," which shows that rational decision-making is the only feasible efficient way to function in organizations. Emotions were viewed as erratic and threw off rational thinking. Example :In many traditional organizations, work was encouraged to be a place where you left your emotions at the door. A manager in the 1950s factory might have told his workers that they should not make personal concerns at work; instead, concentrate on productivity and output. It was believed that emotions like tension or irritation would only hinder moving things forward, so efforts were invested in designs that would generate logic and efficient environments. View of Emotionality Emotions were seen as disruptions that could impede work. It was mainly suppressive of negative feelings and moods like irritation, anger, and stress. Positive emotions were neither identified nor valued in the workplace. Controlling managers wanted to maintain an atmosphere of reasonableness and a deficit of emotion. Example: In the standard corporate organization of the 1980s, a frustrated employee in a team meeting may have been encouraged to "stay professional." Generally, it is all about keeping this setting strictly task-oriented with a minimum of unnecessary emotions. As usual, the talk about emotional well-being or job satisfaction rarely came inside that room as part of professional development. The Shift in Perspective The view of emotions in organizational behavior has entirely changed with time. Today, we realize that emotions are deep and not only intensely linked to decision-making and collaboration but also to leadership and overall performance. In the context of existing performance, EQ has become an essential skill for success in the workplace. As such, research has shown how recognition and emotion management may result in higher productivity, teamwork, and even improved employee satisfaction. Example: In a modern organization setup, training in leadership guides the understanding of emotional intelligence. An emotionally intelligent leader may combat frustration over an underperforming employee's part in a performance review by actively listening and empathizing with the subordinate. Emotional concerns are then addressed to create a more supportive workplace, hence better performance and morale. Understanding Affect, Emotions, and Moods  So broad is the term, embracing all varieties of human emotions, both emotions and moods, that it serves as a catch-all term to encompass all varieties of emotional reactions and is extremely useful in the domains of organizational behavior and psychology because it explains how feelings influence thoughts, behaviors, and interpersonal interactions. Example: Suppose that there is an organization whose employees will likely exhibit differing levels of affective response. While a few are energized and motivated, others are tense or nervous. In this case, affect encompasses all of the aforementioned emotional states and their effects on overall performance and behavior. Emotions vs. Moods Emotions are strong feelings towards an individual or something special. As a rule, they are limited in time and appear in response to an action or acquaintance. Moods are weaker, longer-duration emotions, less intensively felt and not necessarily having an evident source. Moods might last all day and may make an employee feel that way overall. Example: Emotions: If a client's angry email shows up in the manager's inbox, they might become annoyed or angered by the situation. This is more immediate, intense and also unique for the given situation. Moods: Another extreme end is when the individual wakes up on a good note or bad and cannot be attributed to any particular reason. Even though there might not be a single incident or event causing it, that mood might prevail for the rest of the day in their interactions and decisions. Key Differences Emotions are intense, transitory, and due to a single event or person. They tend to evoke an immediate response and are often associated with observable shifts in behavior or mood. Moods are milder, more diffuse, and longer-lasting. They do not necessarily have some related cause and can influence overall patterns of behavior. Example: Emotion: A worker might feel elated or proud of himself when a good job done is appreciated publicly though these feelings may last for a few minutes or hours. Mood: If the same worker has been subjected to a stressful environment for weeks he may develop a bad mood that subsides with the positive feedback. Conclusion: These differences help explain how people respond and act toward a specific situation. Understanding the distinction between emotions and moods enables people to recognize whether emotions can guide sudden action or whether long-term behavior and choices are affected by moods. In this manner, understanding the difference will clearly enhance communication, empathy, and emotional intelligence in personal and professional settings. Basic Emotions Human emotional experiences are often categorized into six basic emotions, which form the foundation for more complex feelings. Anger is a response to perceived threats, injustice, or frustration. It can range from mild irritation to intense rage. Fear arises from a perceived physical or emotional threat. It is a protective mechanism that enhances alertness. Sadness is a response to loss or disappointment, signaling that something is wrong and encouraging reflection. Happiness stems from pleasure, achievement, or contentment, driving engagement and productivity. Disgust occurs in reaction to something repellent or morally unacceptable. Surprise is an emotion triggered by unexpected events, which can be either positive or negative. The Spectrum of Emotions Beyond these six basic emotions, more complex emotions emerge as combinations or variations of these core categories. Emotions exist on a spectrum that ranges in intensity: Frustration is a milder form of anger. Anxiety blends fear and nervousness, creating unease about future events. Contentment is a calmer form of happiness, reflecting satisfaction. The spectrum of emotions shows that human emotional experiences are nuanced and layered. Our emotions evolve and shift depending on various factors. They are not just "black and white," but more like shades of colors that can blend and change. According to a diagram by Robbins et al. (2010), primary emotions can branch out into more specific feelings over time. For example: Fear can evolve into insecurity or anxiety. Insecurity might come from a fear of failure, while anxiety grows from uncertainty about what’s coming next. So, while fear is the initial response, it can develop into different emotional states based on the situation and how it’s processed. Similarly, happiness may lead to joy or pride. Joy comes from an intense feeling of delight, like accomplishing something significant, while pride is a more reflective emotion, often connected to personal achievements or recognition from others. Basic Moods: Positive and Negative Affect Unlike emotions, which are short-lived and triggered by specific stimuli, moods are more prolonged and generalized. They serve as a broader emotional backdrop that colors how we perceive and interact with the world. Importantly, emotions cannot be neutral; they carry either a positive or negative affect, and thus moods are experienced along the same positive-negative spectrum.  Positive moods encourage optimism, creativity, and engagement. Negative moods can lead to disengagement, frustration, and resistance. The Two-Dimensional Model: Valence and Arousal Emotions and moods are often analyzed using a two-dimensional model based on valence (positive or negative affect) and arousal (the intensity or energy level of the emotion). Valence refers to the intrinsic positivity or negativity of an emotional experience. ○ Positive valence: Emotions like happiness or excitement. ○ Negative valence: Emotions like anger or sadness. Arousal refers to the energy of activation level associated with an emotion. ○ High arousal: Emotions such as anger or excitement, which involve heightened physiological activation. ○ Low arousal: Emotions like sadness or contentment, which are more subdued. Together, these dimensions help categorize emotional states. For example, happiness is an emotion with positive valence and can vary in arousal from calm contentment (low arousal) to energetic excitement (high arousal). On the other hand, anger is high in arousal and negative in valence, while sadness is low in arousal but still negative in valence. How Mood States Affect Perception and Behavior Moods serve as filters through which we interpret experiences and make decisions. Positive moods tend to create an optimistic outlook, while negative moods encourage a more pessimistic or defensive stance. Perception: A person in a positive mood is likely to perceive challenges as opportunities for growth. Conversely, someone in a negative mood may see the same challenge as overwhelming. ○ Example: A worker who feels good about recent accomplishments might welcome a difficult new task, seeing it as a chance to demonstrate their abilities. In contrast, an employee in a negative mood might perceive the task as unfair or too difficult. Behavior: Moods also influence workplace behavior. Positive moods encourage collaboration and creativity, while negative moods can lead to conflict and withdrawal. ○ Example: An employee in a positive mood may volunteer to help a colleague or contribute ideas during a meeting. On the other hand, someone in a negative mood might avoid teamwork and become less engaged in group discussions. Function of Emotions Decision-making. Emotions shape decision-making in a powerful, ubiquitous, predictable, often damaging, and sometimes beneficial way through content of thought, depth of thought, and content of implicit goals. Emotions help us understand the world around us. It is often stereotyped, especially by the older generations that when we have strong emotions, we’re liable to fool ourselves. Rationality and emotion are in conflict with one another and that if you exhibit emotion, you are likely to act irrationally, which is, and was never the case. Consider a manager who has to decide whether to fire a worker. Does it truly make sense for the manager to decide without taking the feelings of the staff member or himself into account? Using both reasoning and emotion in decision-making is essential to make wise decisions. Ever notice how decisions might be influenced by your degree of confidence? If you're feeling brave, you could try out for the school play. This goes in a work setting, too. An optimistic state of mind may inspire a leader to take risks and come up with novel ideas. Take also for example the case of Phinease Gage in 1848. He miraculously survived a serious brain injury that could kill the average person. Although he was able to regain his cognitive abilities like reading and writing, he unfortunately lost his ability to experience and express emotion. He was emotionless at even the saddest misfortunes or happiest occasions. His inability to express emotion took away his ability to reason. He started making irrational choices about his life like repeatedly switching jobs, often behaving erratically and against his self-interests. His case suggests that reason may not be as pure as most of us believe it to be or would like it to be. Emotions and feelings are not outsiders in the realm of reason, but are rather deeply integrated into its networks for both good and bad. We can learn a lot about how we see the world around us through our emotions. Even if we might consider a machine to be more intelligent than a human, a person devoid of emotion cannot fully function. If we are going to make decisions, we need to incorporate both thinking and feeling. Sources of Emotion Personality. People are predisposed to feel a certain way depending on their personality. Not only can emotions vary in intensity, but people also differ in how they are inclined to feel emotions strongly. For instance, some people experience rage and guilt more easily while others feel calm and relaxed no matter the situation. In the context of work, one person may be more likely to become upset when a colleague offers constructive criticism of her ideas during a brainstorming session, while another person may remain cool under pressure and see the criticism as a chance to develop. Put differently, there is a trait component to moods and emotions because most people tend to experience particular moods and feelings more often than others. Day and Time of the Week. For many people, the weekdays are a time for scheduled or assigned work, typically with colleagues rather than friends or family. In general, weekdays are when people report to work or classes and complete their allotted tasks, whether they are employed or not. The weekend, on the other hand, is typically connected to leisure, close relationships, and self-direction. It is also a common belief that people's emotions vary according to whether they are a "morning" or "evening" person. But the great majority of us have a similar routine. Early in the morning, people are usually less cheerful. Our moods usually go better during the day and then get worse in the evening. In the context of organizational behavior, it is usually not a smart idea to break bad news or ask for a favor on a Monday morning. It is likely that from midmorning forward and later in the week, our interactions at work will be more positive. Those who identify as morning people do appear to be more awake in the early hours of the day. But compared to those who identify as evening people, these morning persons only feel somewhat better in the morning and vice versa. Weather. Evidence reveals that weather has little effect on emotions, contrary to the prevalent cultural belief that many individuals feel their mood is related to the weather. The reason why people prefer to believe that pleasant weather makes them happier is due to illusionary connection. When individuals link two events together when there is actually no connection, this is known as illusory correlation. It's not always true what they say, "Sunshine can bring feelings of happiness and positivity, while rain can lead to sadness and depression." Stress. Emotions and moods are affected by stress, especially when it accumulates over time. For instance, students have more anxiety prior to an exam, but this anxiety passes after the test. But stressful everyday occurrences at work, such as receiving a critical email, having a deadline approaching, losing a significant sale, receiving a manager reprimand, and so on, have a negative emotional impact on workers. We may feel worse about ourselves and feel more negative emotions as a result of the increasing stress and pressure we endure at work. While some people thrive on stress, most others find that stress starts to negatively affect their mood. Social Activities. In social interactions, emotions play a crucial role in attachment, empathy, parenting, morality, stress, communication, and adaptability. Most of the time, outgoing people—extroverts mostly—seek out social situations in order to feel good, which isn't always the case particularly for introverts who prefer to avoid social situations. More often than not, it is the social activities itself that causes negative emotions for these people. Furthermore, the nature of social activity is also important. In contrast to formal or sedentary events like attending a conference and watching TV with friends, research suggests that physical activities like skiing or hiking with friends, informal activities like attending a party, or Epicurean activities like eating with others are more strongly connected with happy and positive emotions. Sleep. The relationship between sleep and emotion is reciprocal; sleep is essential for both physical and mental well-being, while emotion regulation is critical in reducing the negative effects of emotional stress on sleep physiology. According to research, those who don't get enough sleep have higher levels of negative emotions (such as rage, irritation, irritability, and melancholy) and lower levels of happy emotions. Lack of sleep impairs the ability to generate emotions, control them, and express them. It has also been linked to decreased emotional awareness and empathy, which means that it might worsen communication and understanding between partners in a relationship, which raises the risk of conflict and miscommunication. In the context of organizational behavior, poor sleep lowers people’s job satisfaction the next day, mostly because people feel fatigued, irritable, and less alert. Exercise. Exercise causes your brain to release 'feel good' chemicals like endorphins and serotonin that help improve your mood. Doing physical activity distracts you from negative thought patterns. It appears that the therapeutic effects of exercise are strongest for those who are depressed. Although the effects of exercise on moods are consistent, they are not terribly strong. So, exercise may help put you in a better mood, but don’t expect miracles. Age. As we get older our emotional experiences tend to get better, meaning that we feel less bad things. People do not usually completely lose their feelings, even though they may feel a decline in some strong emotions. Rather, as people age, their emotional experiences could become more complex and sophisticated, enhancing their emotional lives. Hormonal and structural changes in the brain may cause people to become more emotionally sensitive as they age, which can result in heightened emotional responsiveness and stronger interpersonal relationships. Gender. The common belief is that women are more in touch with their feelings than men are—that they react more emotionally and are better able to read emotions in others. Although often stereotyped, the evidence does confirm differences between men and women when it comes to emotional reactions and the ability to read others. Women show greater emotional expression than men; they experience emotions more intensely; and they display more frequent expressions of both positive and negative emotions, except anger. In contrast to men, women also report more comfort in expressing emotions. Finally, women are better at reading nonverbal and paralinguistic cues than are men. This difference is explained by how women and men are socialized. Men are conditioned to be brave and tough. It is contradictory with this image to display emotion. Conversely, women are conditioned to be nurturing. Emotional Labor - It involves the management of feelings and expressions to fulfill the emotional requirements of a job. In roles such as hospitality, healthcare, and retail, employees are often expected to display specific emotions that align with the company’s brand image. For instance, a hotel receptionist must project warmth and professionalism, even when dealing with difficult guests. This expectation can create emotional strain, especially when employees feel that their genuine emotions are not aligned with their job demands. Emotional Dissonance - arises when there is a conflict between felt emotions and displayed emotions. This disconnection can lead to psychological distress, increased stress levels, and burnout. For example, social workers often encounter clients in distressing situations. While they must maintain a supportive demeanor, they may personally feel sadness or frustration, leading to emotional exhaustion over time. 2 Types of Emotions 1. Felt Emotions - these are the authentic feelings experienced by individuals. For example, an employee may feel excitement about a new project while simultaneously feeling anxious about meeting tight deadlines. 2. Displayed Emotions - refer to the emotions that employees are expected to express. For instance, a salesperson may need to display confidence and enthusiasm, even when they are uncertain about the product. Surface Acting - Employees engage in surface acting when they modify their external expressions without changing their internal feelings. For instance, a call center agent might cheerfully assist a customer while feeling frustration internally. Deep Acting - It involves genuinely trying to change one's internal feelings to match external expressions. For example, a healthcare provider may practice empathy exercises to feel more compassion for their patients, which can lead to emotional exhaustion but also fosters authentic connections. Affective Events Theory (AET) - is a model proposed in 1996 by Howard Weiss and Russell Cropanzano. It was developed to explain the connections between emotions and job performance, behavior, and satisfaction. Two applications to this are negative and positive. Negative application means that there are negative feelings, satisfaction, or performance, while positive application is just the opposite. - The central point of this theory is that workers are impacted emotionally by events or occurrences that happen on the job. This would mean that those events have an effect on overall job performance and satisfaction. Example: Mon might feel a surge of pride after successfully completing a project, plus receiving various compliments from their employer hence boosting his motivation. Conversely, Allan who receives multiple criticism from their supervisor can lead to feelings of inadequacy, doubting himself, feeling disinterested which impact future performance. The theory highlights the importance of recognizing how even small events can accumulate and lead to significant emotional responses over time. Implications of AET 1. An emotional episode is actually the result of a series of emotional experiences triggered by a single event. 2. Current and past emotions affect job satisfaction. 3. Emotional fluctuations over time create variations in job performance 4. Emotion-driven behaviors are typically brief and variable. 5. Both negative and positive emotions can distract workers and reduce job performance. NOTE: Emotions provide valuable insights about behavior Emotions, and the minor events that cause them, should not be ignored at work; they accumulate. Emotional Intelligence refers to the ability to recognize, understand, manage, and influence both your own emotions and the emotions of others. It involves being aware of how emotions can affect behavior and relationships and using that awareness to make better decisions and foster positive interactions. Emotional Intelligence involves: 1. Being self-aware Self-awareness is the ability to recognize and understand your emotions as they occur, as well as the reasons behind them. It is said that people with strong self-awareness have a clear understanding of their strengths and weaknesses, are open to feedback, and are better able to manage their emotions, allowing them to respond thoughtfully rather than react impulsively. For example, in a meeting, a colleague criticizes your work in front of the team. If you're self-aware, you’ll immediately recognize the anger or embarrassment rising within you but instead of reacting defensively, you take a moment to reflect. Because you understand this emotion, you manage to remain calm and respond by being calm. In this scenario, being aware of your emotions helps you avoid a potential conflict and respond more professionally. 2. Detect Emotions in Others (Empathy) This ability refers to sensing the emotions that others are experiencing. It goes beyond just listening to what someone is saying—it’s about picking up on non-verbal cues, such as body language, facial expressions, and tone of voice, to understand how they are truly feeling. For example, You’re working on a group project, and one of your teammates has been unusually quiet during discussions. You notice that their usual upbeat energy is missing, and they seem distracted. Instead of ignoring this, you pull them aside and gently ask if he’s okay since he didn’t like himself. The teammate  opens up about a personal issue, and you offer support or suggest that they take some time off if needed. By detecting their emotions without them having to say anything explicitly, you’ve shown empathy, which strengthens your working relationship and helps the teammate feel understood. 3. Manage Emotional Cues and Information It involves regulating your own emotions and using emotional information effectively to make decisions, solve problems, and communicate effectively. People who can manage their emotions well are able to stay calm under pressure, recover quickly from setbacks, and avoid making impulsive decisions based on temporary emotional states. For example, when leading a presentation at school, and halfway through, you realize that your slides aren’t working properly. You immediately feel panic rising—your heart starts racing, and you’re sweating. However, instead of letting that anxiety take over and derail your presentation, you take a deep breath, stay calm, and inform the classmates that there’s a minor technical issue. You then proceed to explain the rest of your presentation verbally without relying on the slides. Why is Emotional Intelligence important? Emotional Intelligence (EI) plays an important role in job performance because it helps individuals navigate workplace challenges more effectively. People with high EI can manage their own emotions, communicate better, and understand others' feelings, which leads to improved teamwork, leadership, and conflict resolution. For example, a manager who is leading a team under tight deadlines. Instead of becoming overwhelmed by stress, the manager recognizes their emotions, stays calm, and encourages their team by providing support. They also notice when a team member seems anxious and he will offer reassurance, helping the employee focus and perform better. By using their emotional intelligence, the manager not only keeps the team motivated but also ensures smooth progress, leading to successful project completion. EI is controversial and not wholly accepted Case for Emotional Intelligence ○ Intuitive Appeal: Understanding and managing emotions is vital for social interactions, relationship-building, and conflict resolution. For example, a manager who empathizes with their team fosters a supportive work environment, enhancing morale and productivity. ○ Predictive Value: Research shows that high EI correlates with key workplace outcomes. Leaders with strong EI are more effective, inspiring teams and managing stress. Salespeople with higher EI often outperform peers, highlighting its impact on job performance and customer satisfaction. ○ Biological Basis: Neurological studies suggest a biological component to EI, with specific brain regions like the amygdala and prefrontal cortex influencing emotional processing. This implies that some aspects of EI may be innate, establishing it as a fundamental human capability. Case against Emotional Intelligence: ○ Too vague a concept: Critics argue that EI is poorly defined. It’s not always clear what we mean when we talk about Emotional Intelligence.  ○ Can’t be measured: There’s no universally agreed-upon way to measure EI. Some people say it’s too subjective to be assessed reliably. ○ Its validity is suspect: Critics also point out that the link between EI and job performance isn’t as strong as some claim. It might not be as important as we think. Imagine a manager dealing with a difficult team member. If the manager has high EI, they’ll recognize their own frustration and take a moment to calm down before responding. They’ll also be able to sense that the team member is upset and approach the situation with empathy, seeking to understand their perspective. This approach is likely to lead to a more productive conversation and, ultimately, better results for the team. On the other hand, a manager with low EI might immediately react with anger or frustration, which could escalate the situation and harm the working relationship. OB Applications of Emotions and Moods 1. Selection: EI can be a valuable factor in hiring, especially for roles that require high social interaction. Imagine a company hiring for a sales role. During the interview process, two candidates have similar qualifications, but one shows higher emotional intelligence by actively listening, responding empathetically, and remaining calm under pressure. This candidate is more likely to be hired because in a sales environment, dealing with rejection, understanding client needs, and managing one’s emotions are crucial for success. Someone with high EI can build rapport with clients more effectively and handle difficult situations with grace. 2. Decision Making. Positive emotions have been shown to improve decision-making. When people are in a good mood, they process information more efficiently and make more balanced decisions. Let’s say a manager is deciding between two marketing strategies for a new product launch. One day, the manager is feeling upbeat after a productive team meeting. In this positive state, they are more open to considering a creative, out-of-the-box strategy, rather than just sticking to the safer, traditional option. Because of their positive mood, the manager feels confident in taking a calculated risk, leading to a successful and innovative campaign. 3. Creativity, positive moods are linked to greater flexibility, openness, and creativity. When people feel good, they tend to think outside the box and come up with novel ideas. Consider a design team tasked with developing a new product logo. During a brainstorming session, the team leader encourages a fun, positive atmosphere by playing music and offering snacks. The relaxed and upbeat mood makes everyone more open to suggesting wild and innovative ideas. Instead of sticking to conventional designs, the team thinks outside the box and creates a bold, dynamic logo that resonates strongly with customers. The positive emotional environment allowed creativity to flow more freely. 4. Motivation. When people are in a good mood, they expect success and are more motivated to achieve it. Positive feedback can further boost this effect, reinforcing their  desire to perform well. Let’s say an employee is working on a challenging project. One morning, they receive an email from their manager praising their recent work. This positive feedback puts the employee in a good mood, making them feel more confident about their ability to complete the project successfully. As a result, they are motivated to work harder, stay focused, and even go beyond the original project scope to deliver outstanding results. Their positive outlook reinforces their belief that they can succeed. 5. Leadership is another area where emotions play a key role. A leader’s emotions influence how their messages are received by their team. If a leader conveys enthusiasm, their team is more likely to embrace the message. Imagine a CEO announcing a major restructuring of the company. If the CEO delivers this message in a calm but enthusiastic tone, expressing confidence in the company's future, employees are more likely to feel optimistic about the changes. On the other hand, if the CEO seems uncertain or detached, employees might feel anxious or resistant to the changes. A leader’s emotional expression sets the tone for how the message is interpreted and acted upon. 6. Negotiation, emotions also play a crucial role. Skillfully displaying the right emotions can help shape the outcome of a negotiation, whether it’s a salary negotiation or a business deal. Consider a situation where an employee is negotiating a salary increase. During the negotiation, the employee maintains a calm, confident demeanor and expresses enthusiasm for their role and future contributions to the company. This positive emotional display makes the employer more receptive to the request, and the negotiation proceeds smoothly. In contrast, if the employee displayed frustration or entitlement, it might create tension and reduce their chances of success. Skillful emotional expression can foster cooperation and mutual respect in negotiations. 7. Customer Service. Employees’ emotions directly affect the quality of service they deliver, which in turn impacts customer satisfaction and loyalty. Emotional contagion, or ‘catching’ emotions from others, is common here. Think of a flight attendant on a long international flight. Despite feeling tired, they maintain a positive, upbeat attitude while interacting with passengers. This positive mood spreads to the passengers, who feel more comfortable and satisfied with their flight experience. On the other hand, if the flight attendant shows frustration or impatience, passengers may feel anxious or dissatisfied. The emotional tone set by the employee can have a lasting impact on customer perceptions. 8. Job Attitudes are affected by emotions, which can spill over from work to home. While negative emotions from work can affect our mood at home, these feelings usually dissipate after rest. Imagine an employee who has a particularly stressful day at work due to a tight deadline. When they get home, they are still feeling the stress, which leads to irritability and frustration with family members. However, after a good night’s sleep and some relaxation, they wake up the next day feeling much better. While work emotions can spill over into home life, they don’t usually last beyond the day. 9. Deviant Workplace Behaviors can stem from negative emotions. When employees feel frustrated or angry, they might act out in ways that violate company norms, such as leaving early or gossiping. Consider an employee who feels unfairly treated by their manager. This negative emotion builds up over time, leading the employee to engage in deviant behaviors like slacking off, leaving early without permission, or even sabotaging work processes. These actions harm the organization and often stem from unresolved  negative emotions. 10. Manager’s Influence. Managers who are in a good mood can positively influence their team’s mood. Using humor, praise, and positive feedback increases morale and productivity. A manager who frequently uses humor, acknowledges their team’s hard work, and maintains a positive attitude during meetings can create a more enjoyable work environment. For instance, a manager who celebrates small wins with their team and expresses optimism during tough times helps employees feel valued and motivated. This positive environment fosters collaboration, increases job satisfaction, and boosts team productivity. Emotions and Emotional Intelligence are deeply intertwined with how we perform at work and how we interact with others. While EI is still debated, its impact on key areas like leadership, decision-making, and creativity cannot be ignored. By understanding and applying these concepts, both employees and managers can create a more positive and effective work environment. 1. Do people experience emotions equally? ○ No. Emotional experiences are deeply influenced by cultural backgrounds. Different cultures shape not only the types of emotions people frequently feel but also the intensity and depth of those emotions. For example, one culture might encourage expressions of joy frequently, while another might focus on restraint in emotional displays. 2. Do people interpret emotions the same way? ○ While people across cultures generally recognize emotions such as happiness, sadness, anger, or fear, how these emotions are valued can vary. ○ Negative emotions, like anger or sadness, are usually seen as undesirable across cultures, and positive emotions, like happiness, are seen as favorable. ○ However, the importance or the value placed on these emotions can differ—some cultures may place a high value on restraint, while others celebrate overt emotional displays. 3. Do norms of emotional expression vary? ○ Yes. The way emotions are expressed varies greatly from culture to culture. In some societies, outward expressions of emotion may be frowned upon, creating an expectation for individuals to remain calm or stoic. In others, expressing emotions publicly is encouraged, even seen as a way to connect socially. ○ These cultural norms about emotional expression can make interpreting emotions difficult when interacting across cultures. A smile or frown might mean something different depending on the cultural context. Summary and Managerial implications Moods are more general than emotions and less contextual Emotions and moods impact all areas of OB Managers cannot and should not attempt to completely control the emotions of their  employees Managers must not ignore the emotions of their co-workers and employees Behavior predictions will be less accurate if emotions are not taken into account