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Emotions in Organizations: A Multilevel Perspective

Eighteenth Annual Meeting of ANZAM. Emotions in Organizations: A Multilevel Perspective. Neal M. Ashkanasy, PhD. Emotion at five levels of organization.

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Emotions in Organizations: A Multilevel Perspective

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  1. Eighteenth Annual Meeting of ANZAM Emotions in Organizations:A Multilevel Perspective Neal M. Ashkanasy, PhD

  2. Emotion at five levels of organization Ashkanasy, N. M. (2003). Emotions in organizations: A multilevel perspective. In F. Dansereau and F. J. Yammarino (Eds.), Research in multi-level issues, vol. 2: Multi-level issues in organizational behavior and strategy (pp. 9-54).Oxford, UK: Elsevier Science

  3. Level 1: Within-person variation in emotion Affective Events theory(Weiss & Cropanzano, 1996) • Work Environment • Nature of the job • Requirement foremotional labor • Judgment-driven Behaviors • Quitting • Anti- or pro-social behaviors • Productive work • Work Events • Daily hassles • Daily uplifts • Experienced Emotions • Positive emotions • Negative emotions • Work Attitudes • Job satisfaction • Loyalty • Commitment • Personal Dispositions • Trait affect • Emotional intelligence • Affect-driven Behaviors • Impulsive acts • Spontaneous helping • Transient effort

  4. Sensory cortex Sensory cortex Perirhinal cortex (Primary) (Association) 2 3 Hippocampal Sensory Thalamus 4 Formation AMYGDALA 1 LEM EX Sensory stimulus Central Gray LH BNST PVN RVL Emotional behavior Autonomic Hypothalamic- Nervous Pituitary axis system Neuropsychological Basis of Emotion

  5. Level 2: State and trait mood

  6. Level 2: Emotional Intelligence The ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth(Mayer & Salovey, 1997) • Differentiated from personality measureson theoretical basis • Differentiated from impression managementby emotion focus • Capable of being changed

  7. O b i c u l a r i s O c u l i Z y g o m a t i c M a j o r Level 3: Communicating emotion

  8. Level 3: Emotional labor • The “work” of emotion • Ref. Hochschild: The Managed Heart • Effects on wellbeing • Effects on performance • Within the organization • At the customer interface

  9. Some Recent research • A study of emotionin the board room … with Jean Altohoff • Follower perceptionsof their leader … with Marie Dasborough • Emotional intelligence and follower perceptions … with Marie Dasborough

  10. Level 3, 4: Emotion in the Boardroom Jean Althoff • Participants answer to anewspaper ad, andcomplete the MSCEIT( an ability-based test ofemotional intelligence) • Participants view a realistic movie of a boardroom meeting (“About face”) • … then rate still frames of the board members’ emotional expressions …

  11. What Emotion is this?

  12. Results of boardroom study • Females more accurate then males • … but it’s all explained in terms of emotional intelligence – females are more emotionally intelligent than men • Males and females base their recognition on different mechanisms • Females base recognition onperception • Males base recognition onunderstanding

  13. Level 4: Emotion in Leadership Marie Dasborough • Participants: 147 Australian undergraduates • Step 1: Mood manipulation (movies) • Step 2: View “charismatic” leader’s speech • Step 3: Receive “I” or “we” e-mail from the leader (in the video) • Step 4: Measure attribution to manipulative or sincere intentions. • Step 5: Measure emotional reaction • Step 5: Labeling of the leader and willingness to comply with the leader’s request

  14. Follower Perceptions of Leader Influence Labeling of the leader as “authentic” andtrustworthy Positive emotional reaction - Follower attribution of manipulative intent Leader Influencebehavior Negative emotional reaction Follower’sIntention to complywith the request - CFI = .91, RMSEA = .06 The “dark side” of charismatic leadership?

  15. Emotional intelligence and follower perceptions • High emotional intelligence • More accurate perception of emotion • More understanding of emotion • Better control of emotional reactions • Low emotional intelligence • Less accurate perception of emotion • Less understanding of emotion • Worse control of emotional reactions

  16. Level 5: Culture and climate • “Emotional Climate” (De Reviera) • “Climate of Fear”(Ashkanasy & Nicholson, 2003) • Emotional antecedentsofculture • The “emotionallyhealthy” organization(Ashkanasy & Daus,2002)

  17. On-going Research • 2003-5 Grant, Sponsored by the Australian Research Council (in conjunction with the Military Family Research Institute, Purdue University). • Projects: • Affective events and leadership • Group-Level effects and affectiveclimate • AET and employee performancein the organizational and socialcontext

  18. Related activities • “Emonet” • Active e-mail discussion group • Affiliated with the Academy of Management • Web page http://www.uq.edu.au/emonet/ • E-mail n.ashkanasy@uq.edu.auto join • Conferences • First conference in San Diego, 1998 • Second Conference in Toronto, 2000 • Third Conference at the Gold Coast, Australia, 2002 • Fourth Conference in London, June 2004 • Fifth Conference in Atlanta, August 2006 • “Caucuses” at Academy of Management meetings in odd-numbered years

  19. Key Publications • Journal of Organizational Behavior Special Edition (March, 2000, with C. Fisher) • Human Performance Special Issue(June, 2004) • Edited Books (with C. Härtel and W. Zerbe, based on – but not limited to - the best conference papers). • Emotions in the Workplace,Quorum, 2000 • Managing Emotions in theWorkplace, ME Sharpe, 2002 • Emotion in OrganizationalBehavior, Erlbaum, 2004

  20. New Elsevier Book Series • Research on Emotion in Organizations • Publisher: Elsevier Science, Oxford • Based on conference papers + invited papers • Volume 1 • Editors: Ashkanasy, Zerbe, Härtel • “Affect and its effects in organizational settings” • Publication in June/July, 2005 • Volume 2 • Editors: Zerbe, Ashkanasy, Härtel • “Displaying and managing emotions in organizations” • Publication in April, 2006

  21. Conclusions • Extension of Ashforth and Humphrey’s call for more focus on emotion in organizations. • Emotion is emerging as a key management and leadership skill. • Understanding of emotion isbased on knowledge of basicprocesses. • Emotion as a source of futureresearch opportunity. • New Elsevier Book Series

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