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