Recommandé
Contenu connexe
Similaire à UNIT 1- CHAPTER 2 (1).ppt
Similaire à UNIT 1- CHAPTER 2 (1).ppt (20)
Dernier
Dernier (20)
UNIT 1- CHAPTER 2 (1).ppt
- 1. UNIT 1: CHAPTER 2 Values, Attitude and Emotions DR. PRIYANKA DAREKAR
- 2. Unit Content: Fundamentals of OB: Evolution of management thought , five functions of management, Definition, scope and importance of OB, Relationship between OB and the individual, Evolution of OB, Models of OB (Autocratic, Custodial, Supportive, Collegial & SOBC), Limitations of OB. Values, Attitudes and Emotions: Introduction, Values, Attitudes, Definition and Concept of Emotions, Emotional Intelligence - Fundamentals of Emotional Intelligence, The Emotional Competence Framework, Benefits of Emotional Intelligence , difference between EQ and IQ. Personality & Attitude: Definition Personality, importance of personality in Performance, The Myers-Briggs Type Indicator and The Big Five personality model, Johari Window , Transaction Analysis , Definition Attitude Importance of attitude in an organization, Right Attitude, Components of attitude, Relationship between behavior and attitude.
- 3. Values
- 4. Types of Values –- Rokeach Value Survey
- 7. Mean Value Rankings of Executives, Union Members, and Activists
- 8. Dominant Work Values in Today’s Workforce 60+ 57- 37 37 - 25 Under 25
- 9. Values, Loyalty, and Ethical Behavior Ethical Climate in the Organization Ethical Values and Behaviors of Leaders
- 10. ATTITUDES
- 11. Attitudes represent beliefs, feelings and action tendencies towards objects, ideas or people “An Attitude is mental state of readiness, learned and organized through experience, exerting a specific influence on person’s response to people, object and situations with which it is related”
- 12. Experience with the object Classical Conditioning Operant Conditioning Vicarious Learning Family and Peer Groups Neighborhood Mass Communication Economic Status Attitude Formation of Attitude
- 16. Vicarious Learning: A child learns to say “please” because he/she saw a sibling say the same and get rewarded/praised for it. The child learns to eat his/her vegetables to get dessert because he/she saw a sibling finish their veggies and was allowed the sweets. A salesperson who is relatively new to the job can learn how to offer better services and make more sales. It can be done by listening to the sales experts make sales and observing how they behave when making sales. It is also essential to pick the best traits to combine with their strengths to their business’s advantage. Many employees often learn by behaving how they see their senior colleagues around them behave. They follow them around the workplace to get more experience and advice from them. It only shows how much other people’s actions may just influence our daily lives. 2. Watching a video With technological advancements, it has become quite easy for everyone to learn new skills just at the click of a button. It has been very easy for business colleagues to catch up and keep the business going by interacting through various technological platforms such as Zoom and Slack. These platforms also encourage colleagues to learn the skills through webinars, thus vicarious learning. The same technological advancements also allow everyone to learn new skills they are interested in by watching videos. Videos posted online often have “how-to” and tutorial videos. These videos elaborately show one how to perform such tasks, thus enhancing their skills. Apart from these “how-to” videos, there are also other videos that can be used for educational purposes on various topics. All these are examples of vicarious conditioning since the observer learns from someone’s experience. 3. Reading a book and hearing a story From the business-related books, we see the various business strategies that the author has applied and what worked in their business, and what failed. It gives us a new perspective of the strategies to apply to make our businesses more successful and gives us an idea of the things not to do. It is all a part of vicarious learning.
- 17. COMPONENTS OF ATTITUDES Attitudes can be broken into three basic components : emotional, informational, and behavioral. The emotional component involves the persons feeling or effect – positive, natural or negative- about an object. The term emotional labour has emerged in recent years to represent the work people are asked to perform beyond their physical and mental contributions. People in many service jobs are asked or even required to express emotions in interpersonal transactions other than those they are naturally feeling. The informational components consists of beliefs and information the individual has about the object. It makes no difference whether this information is empirically real or correct. The behavioral component consists of person’s tendencies to behave in a particular way towards an object.
- 18. Attitudes
- 19. Three Components of Attitude Attitude Affective Component The feeling, sentiments, moods and emotions about some idea, person, event or object. For example if a person is scared of spiders or dogs. “My pay is Low” Cognitive Component The belief, opinion, knowledge or information held by the individual . – For example this is why they justify their actions against the spider, believing it to be dangerous in some way. “I am angry over how little I’m paid” Behavioral Component The predispositions to get on a favorable or unfavorable evaluation of something. For example if the person scared of spiders sees one, they will react and scream. “I’m going to look for another job that pays better” The employee thought he deserved promotion[cognition], he strongly dislikes his supervisor[affect], and he has complained and taken action[behavior]
- 20. Attitudes Evaluative statements or judgments concerning objects, people, or events Three components of an attitude: Attitude Behavioral Cognitive Affective The emotional or feeling segment of an attitude The opinion or belief segment of an attitude An intention to behave in a certain way toward someone or something 3-20
- 22. NATURE AND DIMENSIONS OF ATTITUDES The term attitude frequently is used in describing people and explaining their behaviour. For example “he has a poor attitude” “I like her attitude” Attitude can be characterized in three ways. First they tend to persist unless something is done to change them Second, attitude can fall anywhere along a continuum (range) from very favorable to very unfavorable. Third, attitudes are directed towards a subject about which a person has feelings (sometimes called “affect”) and beliefs.
- 23. FUNCTIONS OF ATTITUDE Attitude serves four important functions: The adjustment (Adaptive) function Some attitudes serve to enable people to attain particular, desired goals or avoid undesirable circumstance The knowledge function Some attitudes are useful because they help to make the world more understandable. They help people ascribe causes to events and direct attention towards features of people or situations that are likely to be useful in making sense of them.
- 24. The ego-defensive function Some attitudes serve to protect the person that holds them from psychologically damaging events or information by allowing them to be recast in less damaging or threatening ways. The value expressive function Some attitudes are important to a person because they express values that are integral to that person’s self concept (i.e. their ideas about who they are). The attitude is, consequently, ‘part of who they are’ and the expression of that attitude communicates important things about that person to others.
- 25. Measurement Of Attitudes: Self-report [eg: Exit Polls, Opinion Polls] Likert Scale [5 point or 7 point scale] Osgood’s Scale [pairs of adjectives opposite in meaning Sociometry [order of preference, assesses popularity of group members] 7 6 5 4 3 2 1 Pleasant Unpleasant Friendly Unfriendly Cheerful Gloomy Warm Cold
- 26. Job-Related Attitudes Job involvement ( Employee Engagement Kahn) Extent that a person identifies with his job. Organizational commitment Extent that a person identifies with the organization. This is a great predictor for turnover. Job satisfaction (Edwin A. Locke’s) A pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences“.
- 27. Another Major Job Attitude Organizational Commitment Identifying with a particular organization and its goals, while wishing to maintain membership in the organization. Three dimensions: Affective – emotional attachment to organization Continuance Commitment – economic value of staying Normative – moral or ethical obligations Has some relation to performance, especially for new employees. Less important now than in the past – now perhaps more of an occupational commitment, loyalty to profession rather than a given employer. 3-27
- 28. Outcomes of Job Satisfaction Job Performance Satisfied workers are more productive AND more productive workers are more satisfied! The causality may run both ways. Organizational Citizenship Behaviors Satisfaction influences OCB through perceptions of fairness. Customer Satisfaction Satisfied frontline employees increase customer satisfaction and loyalty. Absenteeism Satisfied employees are moderately less likely to miss work. 3-28
- 29. More Outcomes of Job Satisfaction Turnover Satisfied employees are less likely to quit. Many moderating variables in this relationship. Economic environment and tenure Organizational actions taken to retain high performers and to weed out lower performers Workplace Deviance Dissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw. Despite the overwhelming evidence of the impact of job satisfaction on the bottom line, most managers are either unconcerned about or overestimate worker satisfaction.
- 30. Job Satisfaction Measuring Job Satisfaction Rating Scales……………. Job Descriptive Index[Smith, Kendall & Hulin] Critical Incidents Interviews Action Tendencies Likert Scale How Satisfied Are People in Their Jobs? According to a survey conducted in December 2021, about 45 percent of the professionals were satisfied with their current jobs in India. However, about 38 percent of the respondents were looking for better job opportunities in the country. Decline attributed to: Pressures to increase productivity Less control over work
- 31. The Happiness report states that 45% men are happy at the workplace as compared to women (37%). Part-time employees are less happy (25%) than those who are employed full-time (44%). Majority of employees are seeking flexibility to maximise their workplace happiness, as per the report. Particularly in a post-COVID world, a flexible work environment such as a hybrid work model may be more suitable for promoting a more adaptable work environment, facilitating higher productivity and better work-life balance as well. With regard to workplace happiness, 41% employees prefer work from home, while 59% prefer flexible working.
- 32. The Effect of Job Satisfaction on Employee Performance: Satisfaction and Productivity Satisfied workers aren’t necessarily more productive. Worker productivity is higher in organizations with more satisfied workers. Satisfaction and Absenteeism Satisfied employees have fewer avoidable absences. Satisfaction and Turnover Satisfied employees are less likely to quit. Organizations take actions to cultivate high performers and to weed out lower performers.
- 33. And Yet More Major Job Attitudes… Perceived Organizational Support (POS) Degree to which employees believe the organization values their contribution and cares about their well- being. Higher when rewards are fair, employees are involved in decision making, and supervisors are seen as supportive. High POS is related to higher OCBs and performance. Employee Engagement The degree of involvement with, satisfaction with, and enthusiasm for the job. Engaged employees are passionate about their work and company.
- 35. Responses to Job Dissatisfaction Exit • Behavior directed toward leaving the organization Voice • Active and constructive attempts to improve conditions Neglect • Allowing conditions to worsen Loyalty • Passively waiting for conditions to improve Active Constructive Passive Destructive
- 36. CHANGING ATTITUDES Barriers to changing attitudes There are two basic barriers that can prevent people from changing their attitude. One is called prior commitment, which occurs when people feel a commitment to a particular course of action and are unwilling to change. A second barrier is the result of insufficient information. Sometimes people do not see any reasons to change their attitude.
- 37. OVERCOMING BARRIERS Providing information Use of fear Resolving discrepancies Influence of friends or peers The co-opting approach
- 38. Changing Attitudes of Employees Give feedback Provide positive conditions Positive Role model Providing new information Use of fear Influence of friends or press The co-opting approach Group Membership Rewards Others
- 40. Changing Attitudes of Self Be aware of one’s attitudes Think for self Realize that there are few, if any, benefits from harboring negative attitudes Keep an open mind. Get into continuous education program Build a positive self-esteem Stay away from negative influences
- 41. Measuring the A-B Relationship Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. Moderating Variables • Importance of the attitude • Specificity of the attitude • Accessibility of the attitude • Social pressures on the individual • Direct experience with the attitude
- 44. The greatest discovery of my generation is that a human being CAN alter his life by changing his attitude. -William James And so it is with you – you are in charge of your attitude.
- 51. Fundamentals of Emotional Intelligence: Emotional intelligence is the capacity for recognizing our own feelings and those of others for motivating our selves, and for managing emotions well in ourselves and in our relationship.” Daniel Goleman
- 52. Emotional Intelligence is a person’s ability to: Perceive emotions in the self and others Understand the meaning of these emotions Regulate his or her own emotions accordingly. Emotional Competence Framework
- 56. “We are not in the coffee business serving people but in the people business serving coffee,” in the words of its founder Howard Schultz.
- 57. Difference between EI and IQ
- 58. Lets Play a Quiz!!!!!
Notes de l'éditeur
- Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The affective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude.
- No individual can avoid dissonance. You know texting while walking is unsafe, but you do it anyway and hope nothing bad happens. Or you give someone advice you have trouble following yourself. The desire to reduce dissonance depends on three factors, including the importance of the elements creating dissonance and the degree of influence we believe we have over the elements. The third factor is the rewards of dissonance; high rewards accompanying high dissonance tend to reduce tension inherent in the dissonance (dissonance is less distressing if accom-panied by something good, such as a higher pay raise than expected). Individuals are more motivated to reduce dissonance when the attitudes are important or when they believe the dissonance is due to something they can control.
- One large study in China found that job insecurity is strongly negatively related to job satisfaction, meaning the more insecure you are about your work situation, the less satisfied in your job you are likely to be
- A very important job attitude is organizational commitment or identifying with a particular organization and its goals. There are three dimensions to this job attitude – affective, continuance commitment, and normative. Organizational commitment has been found to have some relationship to performance and in particular for new employees. Over the years, this may be losing importance as people are tending to be more loyal to their profession than to a given employer.
- When employees are satisfied with their work, there are many positive outcomes in the workplace. However, the inverse is true as well, if employees are dissatisfied in their work, these same job outcomes will be negatively impacted.
- If a worker is satisfied in their job, they will remain in the job for a longer period of time than dissatisfied workers. However, as we have seen recently, workers are willing to stay in jobs where they are not satisfied because the job market is tight due to tough economic conditions. Dissatisfied workers are more likely to cause problems in the workplace by stealing, absenteeism, limiting productivity, and other negative work outcomes.
- Perceived Organizational Support is the degree to which employees believe the organization values their contribution and cares about their well-being. Perception of fairness is a key factor in determining employees’ willingness to work hard for the organization. Employee Engagement goes beyond just job satisfaction and includes involvement and enthusiasm for the job. The more engaged the worker is, the more passionate they will be about their work.
- What happens when employees dislike their jobs? One theoretical model—the exit–voice–loyalty–neglect framework—is helpful for understanding the conse-quences of dissatisfaction. Exhibit 3-6 illustrates employees’ four responses to job dissatisfaction, which differ along two dimensions: constructive/destructive and active/passive. The responses are as follows:56• Exit. The exit response directs behavior toward leaving the organization, including looking for a new position or resigning. To measure the effects of this response to dissatisfaction, researchers study individual termina-tions and collective turnover, the total loss to the organization of employee knowledge, skills, abilities, and other characteristics.57• Voice. The voice response includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking union activity. Loyalty. The loyalty response means passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its manage-ment to “do the right thing.”• Neglect. The neglect responsepassively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and an increased error rate.Exit and neglect behaviors are linked to performance variables such as productivity, absenteeism, and turnover. But this model expands employee responses to include voice and loyalty—constructive behaviors that allow indi-viduals to tolerate unpleasant situations or improve working conditions.The model helps us understand various situations. For instance, union mem-bers often express dissatisfaction through the grievance procedure or formal contract negotiations. These voice mechanisms allow them to continue in their jobs while acting to improve the situation.As helpful as this framework is, it’s quite general. We will next address coun-terproductive work behavior, a behavioral response to job dissatisfaction.
- When employees do not like their work environment, they will respond in some way. An attempt to form a union is one specific behavior that may stem from job dissatisfaction. At several different Wal-Mart locations throughout the United States, dissatisfied employees have tried, unsuccessfully, to organize a union as a way to receive better pay and more affordable health insurance. Joined by supporters, the employees shown here from a Wal-Mart warehouse and distribution center in California are protesting low wages and no health care or other benefits.
- Nelson Mandela was an iconic leader who is famous for remaining cool under extreme pressure. He is known for his grace, self-awareness, composure, passion, a big sense of humour, and the ability to encourage others. Richard Branson, his long-time friend and Chairman of the Virgin Group, has said that he relied on Mandela’s example during the pressures of the Virgin Atlantic deal and especially admired Mandela’s ability to stay positive and focused and avoid harboring feelings of resentment.Sheryl Sandberg, Chief Operating Officer of Facebook and author of Lean In: Women, Work and the Will to Lead, is another example of someone who remains cool under pressure, is excellent at engaging with colleagues, and is very open with her emotions. In her book she challeng-es the stereotypes of gender and leadership behaviors. She believes that deeper relationships are built when one shares one’s emotions, and values striving for authentic-ity rather than perfection. She suggests that emotions related to compassion and sensitivity, which may have held some women back, could make them more natural leaders in the future.
- First, as the exhibit shows, affect is a broad term that encompasses emotions and moods. Second, there are differences between emotions and moods. Emo-tions are more likely to be caused by a specific event and are more fleeting than moods. Also, some researchers speculate that emotions may be more action-oriented—they may lead us to some immediate action—while moods may be more cognitive, meaning they may cause us to think or brood for a while.4Affect, emotions, and moods are separable in theory; in practice the dis-tinction isn’t always defined. When we review the OB topics on emotions and moods, you may see more information about emotions in one area and moods in another. This is simply the state of the research. Let’s start with a review of the basic emotions. Getting your dream job may generate the emotion of joy, which can put you in a good mood for several days. Similarly, if you’re in a good or bad mood, it might make you experience a more intense positive or negative emotion than otherwise. In a bad mood, you might blow up in response to a co-worker’s comment that would normally have generated only a mild reaction. There are dozens, including anger, contempt, enthusiasm, envy, fear, frustration, disappointment, embarrassment, disgust, happiness, hate, hope, jealousy, joy, love, pride, surprise, and sadness. Numerous researchers have tried to limit them to a fundamental set. 10 But some argue that it makes no sense to think in terms of “basic” emotions because even emotions we rarely experience, such as shock, can have a powerful effect on us
- People in the United States and the Middle East recognize a smile as indicating happiness, but in the Middle East a smile is also more likely to be seen as a sign of sexual attraction, so women have learned not to smile at men. 15 In collectivist countries people are more likely to believe another’s emotional displays have something to do with the relationship between them, while people in individualistic cultures don’t think others’ emotional expressions are directed at them. French retail clerks, in contrast, are infamous for being surly toward customers (as a report from the French government itself confirmed). Serious German shoppers have reportedly been turned off by Walmart’s friendly greeters and helpful staff. And many companies today offer anger- management programs to teach people to contain or even hide their inner feelings. Day of the Week and Time of the Day Are people in their best moods on the weekends? As Exhibit 4-3 shows, people tend to be in their worst moods (highest negative affect and lowest positive affect) early in the week, and in their best moods (highest positive affect and lowest negative affect) late in the week. 34 What about time of the day? (See Exhibit 4-4 .) We often think we are either “morning” or “evening” people. However, most of us actually follow the same pattern. Regardless of what time we go to bed at night or get up in the morning, levels of positive affect tend to peak at around the halfway point between waking and sleeping. Negative affect, however, shows little fluctuation throughout the day. What does this mean for organizational behavior? Monday morning is probably not the best time to ask someone for a favor or convey bad news. Our workplace interactions will probably be more positive from midmorning onward and also later in the week. Weather When do you think you would be in a better mood—when it’s 70 degrees and sunny, or on a gloomy, cold, rainy day? Many people believe their mood is tied to the weather. However, a fairly large and detailed body of evidence conducted by multiple researchers suggests weather has little effect on mood. 35 One expert concluded, “Contrary to the prevailing cultural view, these data indicate that people do not report a better mood on bright and sunny days (or, conversely, a worse mood on dark and rainy days).” 36 Illusory correlation explains why people tend to think nice weather improves their mood. It occurs when people associate two events that in reality have no connection. Stress As you might imagine, stressful daily events at work (a nasty e-mail, an impending deadline, the loss of a big sale, a reprimand from the boss) negatively affect moods. The effects of stress also build over time. As the authors of one study note, “a constant diet of even low-level stressful events has the potential to cause workers to experience gradually increasing levels of strain over time.” 37 Mounting levels of stress can worsen our moods, and we experience more negative emotions. Consider the following entry from a worker’s blog: “I’m in a bit of a blah mood today . . . physically, I feel funky, though, and the weather out combined with the amount of personal and work I need to get done are getting to me.” Although sometimes we thrive on stress, most of us, like this blogger, find stress takes a toll on our mood. 38 Social Activities Do you tend to be happiest when out with friends? For most people, social activities increase positive mood and have little effect on negative mood. But do people in positive moods seek out social interactions, or do social interactions cause people to be in good moods? It seems both are true. 39 Does the type of social activity matter? Indeed it does. Research suggests activities that are physical (skiing or hiking with friends), informal (going to a party), or epicurean (eating with others) are more strongly associated with increases in positive mood than events that are formal (attending a meeting) or sedentary (watching TV with friends). Sleep U.S. adults report sleeping less than adults a generation ago. 41 Does lack of sleep make people grumpier? Sleep quality does affect mood. Undergraduates and adult workers who are sleep-deprived report greater feelings of fatigue, anger, and hostility. 42 One reason is that poor or reduced sleep impairs decision making and makes it difficult to control emotions. 43 A recent study suggests poor sleep also impairs job satisfaction because people feel fatigued, irritable, and less alert. Exercise and social activities are two of the primary sources of emotions and moods. For most people, working out and participating in social activities that are informal and physical increase positive moods. Shown here are employees of Blizzard Entertainment taking a break from work to play volleyball. Blizzard, a developer of entertainment software, offers employees yoga classes, a sand volleyball court, basketball court, bike track, and fitness center where they can exercise and socialize. Like many other organizations, Blizzard believes these activities result in happier, healthier, and more productive employees Age Do young people experience more extreme positive emotions (so-called youthful exuberance) than older people? If you answered “yes,” you were wrong. One study of people ages 18 to 94 revealed that negative emotions seem to occur less as people get older. Periods of highly positive moods lasted longer for older individuals, and bad moods faded more quickly. 46 The study implies emotional experience improves with age; as we get older, we experience fewer negative emotions.
- excited is a pure marker of high positive affect, while boredom is a pure marker of low positive affect. Nervous is a pure marker of high negative affect; relaxed is a pure marker of low nega-tive affect. Finally, some emotions—such as contentment and sadness—are in between. You’ll notice this model does not include all emotions. Some, such as surprise, don’t fit well because they’re not as clearly positive or negative.So, we can think of positive affect as a mood dimension consisting of posi-tive emotions such as excitement, enthusiasm, and elation at the high end (high positive affect). Negative affect is a mood dimension consisting of nervousness, stress, and anxiety at the high end (high negative affect). While we rarely expe-rience both positive and negative affect at the same time, over time people do differ in how much they experience each. Some people (we might call them emotional or intense) may experience quite a bit of high positive and high negative affect over, say, a week’s time. Others (we might call them unemotional or phlegmatic) experience little of either. And still others may experience one much more predominately than the other. In China, people report experiencing fewer positive and negative emotions than people in other cultures, and the emotions they experience are less intense. Compared with Mainland Chinese, Taiwanese are more like U.S. workers in their experience of emotions: on average, they report more positive and fewer negative emotions than their Chinese counterparts. 26 People in most cultures appear to experience certain positive and negative emotions, but the frequency and intensity varies to some degree. 27 Despite these differences, people from all over the world interpret negative and positive emotions in much the same way. We all view negative emotions, such as hate, terror, and rage, as dangerous and destructive, and we desire positive emotions, such as joy, love, and happiness. However, some cultures value certain emotions more than others. U.S. culture values enthusiasm, while the Chinese consider negative emotions more useful and constructive than do people in the United States. Pride is generally a positive emotion in Western individualistic cultures such as the United States, but Eastern cultures such as China and Japan view pride as undesirable.
- Consider Phineas Gage, a railroad worker in Vermont. One September day in 1848, a 3-foot, 7-inch iron bar propelled by an explosive charge flew into his lower-left jaw and out through the top of his skull. Remarkably, Gage sur-vived his injury, was able to read and speak, and performed well above average on cognitive ability tests. However, he completely lost his ability to experience emotion, which eventually took away his ability to reason. After the accident, he often behaved erratically and against his self-interests. He drifted from job to job, eventually joining a circus. In commenting on Gage’s condition, one expert noted, “Reason may not be as pure as most of us think it is or wish it were . . . emotions and feelings may not be intruders in the bastion of reason at all: they may be enmeshed in its networks, for worse and for better.”
- Emotional intelligence (EI) is a person’s ability to (1) perceive emotions in the self and others, (2) understand the meaning of these emotions, and (3) regulate one’s emotions accordingly in a cascading model
- Emotional intelligence (EI) is a pers. on’s ability to (1) perceive emotions in the self and others, (2) understand the meaning of these emotions, and (3) regulate his or her own emotions accordingly, People who know their own emotions and are good at reading emotional cues—for instance, knowing why they’re angry and how to express themselves without violating norms—are most likely to be effective.
- A leader of high emotional intelligence, Starbucks CEO Howard Schultz bounds on stage before addressing 10,000 Starbucks managers at the firm’s Global Leadership Conference. Schultz’s optimism, excitement, and enthusiasm energize employees and motivate them to accept his vision of the company’s future.