Слайд 2
![TEAM MOOD “bottom-up” definition contagious positive emotions can lead to](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-1.jpg)
TEAM MOOD
“bottom-up” definition
contagious positive emotions can lead to increased cooperation,
less conflict and better perceived performance in groups, while contagious unpleasant emotions can lead to the reverse (Gibson, 2003);
the CEO and his management team share the same affective personality they are more satisfied, have greater shared decision-making, less group conflict and are more productive as a team (Barsade, Ward, Turner, Sonnenfeld , 2000).
Слайд 3
![TEAM MOOD “top-down” definition in a health care setting found](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-2.jpg)
TEAM MOOD
“top-down” definition
in a health care setting found that an
emotional culture of companionate love led not only to better outcomes for employees, but to the patients they cared for, as well as the families of those patients (Mclean & Elkind, 2003);
leader sets emotional culture, but should consider both processes.
Слайд 4
![EMOTION REGULATION AND LEADERSHIP ER refers to strategies used to](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-3.jpg)
EMOTION REGULATION AND LEADERSHIP
ER refers to strategies used to control or
manage the experience of emotions, while focusing on their temporal nature in the process of regulating one’s emotions (Gross & Thompson, 2006).
The leaders’ ability to manage their own and their followers’ emotions effectively can contribute to increased leader effectiveness, a healthier organizational climate, and positive organizational job outcomes (Haver, Akerjordet, 2013).
BUT
ER competencies differ across cultures and organizational contexts (Kafetsios, 2012; Liu, 2010).
Слайд 5
![EMOTION REGULATION: STRATEGIES Suppression: suppressors focus more on changing emotional](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-4.jpg)
EMOTION REGULATION: STRATEGIES
Suppression: suppressors focus more on changing emotional displays rather
than changing true feelings (Grandey, Foo, Groth, & Goodwin, 2012).
Reappraisal: it is more difficult to execute, because it requires a high degree of consciousness and personal effort to change emotionally charged situations (Grandey, 2000).
Слайд 6
![EXCESSIVE ANGER https://www.youtube.com/watch?v=DEgIH8RL3wgv The Dual Threshold Model (Geddes & Callister,](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-5.jpg)
EXCESSIVE ANGER
https://www.youtube.com/watch?v=DEgIH8RL3wgv
The Dual Threshold Model (Geddes & Callister,
2007) provides a framework for understanding the phenomenon of workers whose anger intensity is more severe.
The “Expression Threshold” refers to a minimal level of emotional expression required for the worker’s anger to be recognized by others in the workplace.
The “Impropriety Threshold” occurs when workers go beyond the acceptable norm for anger expression in a specific workplace.
Слайд 7
![EXCESSIVE ANGER Men’s, compared to women’s, anger expressions are typically](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-6.jpg)
EXCESSIVE ANGER
Men’s, compared to women’s, anger expressions are typically more accepted
as societal and corporate norms reinforce direct anger expressions (and consequences) more readily for men than women (Fitness, 2000).
Слайд 8
![TRIGGERS FOR ANGER (MOURA, 2013) Unfair treatment. Perceived workplace incompetence.](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-7.jpg)
TRIGGERS FOR ANGER (MOURA, 2013)
Unfair treatment.
Perceived workplace incompetence.
Disregard by others.
Concern for
the bottom line.
Слайд 9
![EXPRESSIONS OF ANGER (MOURA, 2013) Verbal attack. Physical attack. Anger-in.](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-8.jpg)
EXPRESSIONS OF ANGER (MOURA, 2013)
Verbal attack.
Physical attack.
Anger-in.
Слайд 10
![BAD ADVICE Forget your emotional intelligence and let your amygdala](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-9.jpg)
BAD ADVICE
Forget your emotional intelligence and let your amygdala do the talking.
Stick
to your guns
See the glass half-empty.
Truly don’t care about people.
Don’t think too much—especially about your motives and feelings.
Слайд 11
![GOOD ADVICE Managerial activities: Leader’s control of emotional display Emotional](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-10.jpg)
GOOD ADVICE
Managerial activities:
Leader’s control of emotional display
Emotional intelligence
Feedbacks and celebrations
Monitoring and
improving team climate
Humor
Environment:
Lighting and colours
Air quality and odors
Temperature and humidity
Ergonomics
Слайд 12
![ANY QUESTIONS?](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-11.jpg)
Слайд 13
![Thank you for attention!](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/211283/slide-12.jpg)