2. Myth of rationality
2
All human beings are rational and when at
workplace one should not display emotions.
It has been suggested that emotions are simply no,
no at workplace.
Emotions of any kind are disruptive.
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3. Human beings are emotional beings
3
Yet we believe that some emotions particularly when
exhibited at the wrong time can reduce employee
performance.
However a well- run organistion should allow
employees to express emotions.
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11. Difference between Emotions and Moods
11
Emotions are intense feelings that are directed at
someone or something.
Moods are feelings that tend to be less intense than
emotions and that often ( though not always) lack a
contextual stimulus.
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12. 12
EMOTIONS
MOODS
Caused by specific event
Causes are often
Very brief in duration
Specific and numerous in
nature
Usually accompanied by
distinct facial
expressions
Action-oriented in nature
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general and unclear
Lasts longer than
emotions
Generally two +ve and
–ve.
Generally not indicated
by distinct expressions
Cognitive in nature
14. 14
The limbic system
is a complex set of
structures that lies
on both sides of the
thalamus, just
under the
cerebrum.
It appears to be
primarily
responsible for our
emotional life, and
has a lot to do with
the formation of
memories.
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Biology of Emotions
15. 15
Throughout history, women have traditionally been
viewed as the fairer, more delicate sex. Older films
often show women overwhelmed with distress,
fainting into the arms of a man. Even modern
television and film often rely on the stereotypical role
of the angry or overly emotional women and her
calmer male counterpart.
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16. Are women more emotional than Men??????????
16
Emotions originate in the brain‟s limbic system,
people tend to be happiest when their limbic system
is relatively inactive.
When the limbic system heats up negative emotions
such as anger and guilt dominates over positive ones
such as joy and happiness.
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17. Are women more emotional than Men??????
17
Not everyone‟s limbic system is the same.
Moderately depressed people have more active
limbic systems, particularly when they encounter
negative information.
Women tend to have more active limbic systems
than men, which explains why women are more
susceptible to depression than men and are more
likely to emotionally bond with children.
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18. Are women more emotional than Men?
18
Women are more likely to be depressed than men
but that doesn't mean that all depressed people are
women.
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19. 19
Women are known to have anatomically differently
shaped tear glands than men as well as having more
of the hormone prolactin, which is present in tear
glands, as adults. While girls and boys cry at roughly
the same amount at age 12, by age 18, women
generally cry four times more than men, which could
be explained by higher levels of prolactin.
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20. Three explanations…..
20
Women are socialized to be nurturing on the other
hand Men are taught to be tough and brave and so
showing emotions are inconsistent with their
image.
2. Women may have more innate ability to read
others and present their emotions than do men.
3. Women may have a greater need for social approval
and so a higher propensity to show positive
emotions such as happiness.
1.
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21. What functions do emotions serve?
21
Charles Darwin in “the expression of the Emotions in
Man and Animals” argued that emotions developed
over time to help humans solve problems.
Emotions are useful because they motivate people to
engage in actions important for survival.
For e.g. Disgust (an emotion) motivates us to avoid
dangerous or harmful things.
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22. What functions do emotions serve?
22
Evolutionary psychology suggests that we must
experience emotions whether they re positive or
negative because they serve a purpose.
For e.g. we may believe that anger is a negative
emotion but it actually helps us in protecting our
rights when they are violated ………
Intern suing ex- justice………..
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23. EMOTIONAL LABOUR
23
In today‟s workplace many people have to display
certain emotions as part of their daily jobs,
regardless of how they actually feel. This
phenomenon of „emotional labour‟ occurs often, for
example, in the work of flight attendants, call centre
operators, sales staff and front-line bank employees.
It can even extend at times to teachers or
administrators.
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24. 24
Though employees have little choice of whether to
display the emotions required as part of the job, they
do have two options: They can simply display these
emotions without experiencing them, or else actually
try to „feel‟ the emotions they display. The former
technique is called „surface acting‟ whilst experts call
the latter „deep acting‟.
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25. 25
An example of surface acting is that of a call centre
operator who may be the victim of a negative
personal situation but still has to wear a mask of
friendliness and courtesy for customers. In a case of
deep acting, however, the operator tries to
internalise the displayed emotion so actually feeling
empathy for the client.
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26. 26
Deep acting is actually feeling the emotion and
becoming the part of the scene.
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27. EMOTIONAL Intelligence
27
Meenakshi is an office manager. Her awareness of
her own and others‟ emotions is almost nil. She‟s
moody and unable to generate much enthusiasm or
interest in her employees. She doesn‟t understands
why employees get upset with her. She often
overreacts to problems and chooses the most
ineffectual responses to emotional situations.
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28. Emotional Intelligence
28
EI is one‟s ability to detect and to manage emotional
cues and information.
People who know their emotions and are good at
reading others‟ emotions may be more effective in
their jobs.
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29. What Is Emotional Intelligence?
29
Emotional intelligence (EI) is the ability to
understand and manage your own emotions, and
those of the people around you. People with a high
degree of emotional intelligence know what they're
feeling, what their emotions mean, and how these
emotions can affect other people
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30. 30
According to Daniel Goleman, an American
psychologist who helped to popularize EI, there are
five main elements of emotional intelligence:
1.
Self-awareness.
2.
Self-regulation.
3.
Motivation.
4.
Empathy.
5.
Social skills
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31. Self-awareness
31
If you're self-aware, you always know how you feel,
and you know how your emotions and your actions
can affect the people around you. Being self-aware
when you're in a leadership position also means
having a clear picture of your strengths and
weaknesses , and it means behaving with humility .
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32. So, what can you do to improve your self-awareness?
32
Keep a journal – Journals help you improve your
self-awareness. If you spend just a few minutes each
day writing down your thoughts, this can move you
to a higher degree of self-awareness.
Slow down – When you experience anger or other
strong emotions, slow down to examine why.
Remember, no matter what the situation, you can
always choose how you react to it.
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33. Self-regulation
33
Leaders who regulate themselves effectively rarely
verbally attack others, make rushed or emotional
decisions, stereotype people, or compromise their
values. Self-regulation is all about staying in control.
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34. So, how can you improve your ability to selfregulate?
34
Know your values – Do you have a clear idea of where you absolutely will
not compromise? Do you know what values are most important to you?
Spend some time examining your "code of ethics." If you know what's most
important to you, then you probably won't have to think twice when you
face a moral or ethical decision – you'll make the right choice.
Hold yourself accountable – If you tend to blame others when something
goes wrong, stop. Make a commitment to admit to your mistakes and to
face the consequences, whatever they are. You'll probably sleep better at
night, and you'll quickly earn the respect of those around you.
Practice being calm – The next time you're in a challenging situation, be
very aware of how you act. Do you relieve your stress by shouting at
someone else? Practice deep-breathing exercises to calm yourself. Also, try
to write down all of the negative things you want to say, and then rip it up
and throw it away. Expressing these emotions on paper (and not showing
them to anyone!) is better than speaking them aloud to your team. What's
more, this helps you challenge your reactions to ensure that they're fair!
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36. How can you improve your motivation?
36
Re-examine why you're doing your job – It's easy to
forget what you really love about your career. So, take
some time to remember why you wanted this job. If
you're unhappy in your role and you're struggling to
remember why you wanted it, try the Five Whys
technique to find the root of the problem. Starting at the
root often helps you look at your situation in a new way.
Be hopeful and find something good – Motivated leaders
are usually optimistic , no matter what problems they
face. Adopting this mindset might take practice, but it's
well worth the effort.
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37. Empathic
37
If you want to earn the respect and loyalty of your
team, then show them you care by being empathic.
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38. How can you improve your empathy?
38
Put yourself in someone else's position – It's easy to support your
own point of view. After all, it's yours! But take the time to look at
situations from other people's perspectives.
Pay attention to body language – Perhaps when you listen to
someone, you cross your arms, move your feet back and forth, or
bite your lip. This body language tells others how you really feel
about a situation, and the message you're giving isn't positive!
Learning to read body language can be a real asset in a leadership
role, because you'll be better able to determine how someone truly
feels. This gives you the opportunity to respond appropriately.
Respond to feelings – You ask your assistant to work late – again.
And although he agrees, you can hear the disappointment in his
voice. So, respond by addressing his feelings. Tell him you
appreciate how willing he is to work extra hours, and that you're
just as frustrated about working late.
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39. Social skills
39
Leaders who have good social skills are also good at
managing change and resolving conflicts
diplomatically. They're rarely satisfied with leaving
things as they are, but they don't sit back and make
everyone else do the work: They set an example with
their own behavior.
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40. So, how can you build social skills
40
Learn conflict resolution – Leaders must know how
to resolve conflicts between their team members,
customers, or vendors. Learning conflict resolution
skills is vital if you want to succeed.
Improve your communication skills – How well do
you communicate?
Learn how to praise others – As a leader, you can
inspire the loyalty of your team simply by giving
praise when it's earned. Learning how to praise
others is a fine art, but well worth the effort.
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