Mgt 304 Alanso Ch 3

  1. Emotional intelligence
    ØAbility to understand emotions in ourselves and others and to use that understanding to manage relationships effectively.

    •A persons ability to detect & manage cues & emotional information

    •Describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups.

    •The term "emotional intelligence" appears to have originated with Wayne Payne (1985) but was popularized by Daniel Goleman (1995)
  2. Affect
    • ØRange of emotions and moods that people
    • experience in their life context.

    • §Emotions are strong positive or negative feelings
    • directed toward something or someone.
  3. Dimensions of Emotional Intelligence




    •Social Skills
  4. Emotions
    •Intense feelings that are directed at someone or something

    •Reactions to a person or event

    •Brief- more fleeting than moods


    •Accompanied by facial expressions

    •Action-oriented in nature

    •Numerous emotions
  5. The four emotional intelligence competencies
    •Self-awareness - The ability to understand our emotions and their impact on us and others.

    •Social awareness - The ability to empathize and understand the emotions of others.

    •Self-management – The ability to think before acting and control disruptive impulses.

    • •Relationship management - The ability to establish
    • rapport with others to build good relationships.
  6. Self-conscous and Social Emotions
    • Self-conscious are internal and help regulate behavior
    • Social arise from external sources and
  7. Everyone feels these emotions





  8. Brain system causing emotions
    limbic system
  9. Emotion and mood contagion
    spillover effects of one’s emotions and mood onto others.
  10. Emotional labor –
    relates to the need to show certain emotions in order to perform a job well
  11. Influence Moods

    •Small tokens of appreciation

    •Having leaders in good moods


    •Positive self-talk
  12. Deep and surface acting
    Modify moods for situation

    on the front but truly feel differently
  13. Display rules
    The degree to which it is approproate to display emotions
  14. Sources of emotions and moods

    • •Day
    • of Week & Time of Day



    • •Social
    • Activities




  15. Attitude
    • ØPredisposition to respond in a positive
    • or negative way to someone or something in one’s environment.
  16. Cognitive, affectve, and behavioral component
    • A
    • ØReflects underlying beliefs, opinions,
    • knowledge, or information a person possesses.

    • B
    • ØSpecific feeling regarding the personal
    • impact of the antecedent condition evidenced in the cognitive component.
    • C
    • ØIntention to behave in a certain way
    • based on the affect in one’s attitude.
  17. Cognitive dossonance
    ØDescribes a state of inconsistency between an individual’s attitudes and/or between attitudes and behavior.
  18. Organizational comitment

    Rational Commitment

    Emotional Commitment –

    Employee Engagement
    ØDegree of loyalty an individual feels toward an organization.

    – Reflects feelings that job serves one’s financial, developmental, and professional interests.

    Reflects feelings that what one does isimportant, valuable and of real benefit to others.

    – A positive feeling or strong sense of connection with the organization.
  19. Five facets of job satisfaction:
    The work itself

    ØQuality of supervision

    ØRelationships with co-workers

    ØPromotion opportunities

    ØRewards Pay
  20. Withdrawal behaviors
    dissatisfied workers are more likely to quit, miss work, or look for other jobs
  21. Organizational Citizenship
    Ø A willingness to “go beyond the call of duty” or “ go the extra mile” in one’s work.

    §Interpersonal organizational citizenship behaviors have individuals doing extra things that help others.

    • §Organizational citizenship behaviors
    • advance the performance of the
    • organization as a whole.
  22. Fact
    job satisfaction alone is not a consistent predictor of individual work performance.
  23. The model suggests that performance leads to rewards that, in turn, lead to satisfaction.
    Research does find a link between individual performance measured at one time and later job satisfaction.
  24. Last fact
    rewards influence satisfaction while performance contingent rewards influence performance. The prevailing management advice is to use performance-contingent rewards well in the attempt to create both.
Card Set
Mgt 304 Alanso Ch 3
Ch 3 alanso