When John Wilkinson accepts an invitation to help one of the Kingdom of Bahrain’s most successful companies, he does not expect a lesson from the Gulf Region’s leading expert in “emotional intelligence.” As his team works to upgrade the aluminum plant’s inspection process, John learns the value of emotional intelligence as he witnesses the first signs of cultural change in a corporation steeped in traditional management practices. This entertaining story introduces the reader to Dr Suhaila AlHashemi’s groundbreaking research correlating emotional intelligence and leadership styles in Bahrain. Question-and-answer dialog in the Socratic Method clearly explains concepts and conclusions applicable to business management around the globe. Together, our hero and readers learn the personal and social competencies that define emotional intelligence, the tools used to collect and analyze an individual’s EI quotient and management styles, and how EI can be channeled to improve personal and organizational performance. Workplace Emotions is the second in a series of business novels providing valuable insight into the Gulf business culture. A Cup of Coffee, by Dr Salem Al Ismaily with Richard Tzudiker, describes John Wilkinson’s entrepreneurial inroad into the Sultanate of Oman, and teaches how Arab culture and tradition influence management styles and business practices.

Emotional Tornados in Your Workplace Can Be Just as Destructive as the Natural Kind! ¿You will find Dr. Vali¿s book to be both an excellent read and a great catalyst for generating new ideas about how these concepts could be incorporated in your mission statement. If you are open-minded about BCM, I suggest you read this book now and start applying its principles well before the next major incident impacts your organization.¿ ¿ Lyndon Bird FBCI, Technical Director, Business Continuity Institute

The modern workplace is often thought of as cold and rational, as no place for the experience and expression of emotions. Yet it is no more emotionless than any other aspect of life. Individuals bring their affective states and emotional "buttons" to work, leaders try to engender feelings of passion and enthusiasm for the organization and its mission, and consultants seek to increase job satisfaction, commitment, and trust. This book advances the understanding of the causes and effects of emotions at work and extends existing theories to consider implications for the management of emotions. The international cast of authors examines the practical issues raised when organizations are studied as places where emotions are aroused, suppressed, used, and avoided. This book also joins the debate on how organizations and individuals ought to manage emotions in the workplace. Managing Emotions in the Workplace is designed for use in graduate level courses in Organizational Behavior, Human Resource Management, or Organizational Development - any course in which the role of emotions in the workplace is a central concern. Scholars and consultants will also find this book to be an essential resource on the latest theory and practice in this emerging field.

This volume contains a further selection of the best papers presented at the Seventh Emonet conference (Montreal, Canada, August 2010), following on from Volume 7 and is augmented with invited chapters by leading scholars in the field. It focuses on the experience, dynamics and regulation of emotion and the emotionally intelligent organization.

Annotation Reasonable variations of human emotions are expected at the workplace. People have feelings. Emotions that accumulate, collect force, expand in volume and begin to spin are another matter entirely. Spinning emotions can become as unmanageable as a tornado, and in the workplace they can cause just as much damage in terms of human distress and economic disruption. All people have emotions. Normal people and abnormal people have emotions. Emotions happen at home and at work. So, understanding how individuals or groups respond emotionally in a business situation is important in order to have a complete perspective of human beings in a business function. Different people have different sets of emotions. Some people let emotions roll off their back like water off a duck. Other people swallow emotions and hold them in until they become toxic waste that needs a disposal site. Some have small simple feelings and others have large, complicated emotions. Stresses of life tickle our emotions or act as fuses in a time bomb. Stress triggers emotion. Extreme stress complicates the wide range of varying emotional responses. Work is a stressor. Sometimes work is an extreme stressor. Since everyone has emotion, it is important to know what kinds of emotion are regular and what kinds are irregular, abnormal, or damaging within the business environment. To build a strong, well-grounded, value-added set of references for professional discussions and planning for Emotional Continuity Management a manager needs to know at least the basics about human emotion. Advanced knowledge is preferable. Emotional Continuity Management planning for emotions that come from the stress caused by changes inside business, from small adjustments to catastrophic upheavals, requires knowing emotional and humanity-based needs and functions of people and not just technology and performance data. Emergency and Disaster Continuity planners sometimes posit the questions,?What if during a disaster your computer is working, but no one shows up to use it? What if no one is working the computer because they are terrified to show up to a worksite devastated by an earthquake or bombing and they stay home to care for their children?? The Emotional Continuity Manager asks,?What if no one is coming or no one is producing even if they are at the site because they are grieving or anticipating the next wave of danger? What happens if employees are engaged in emotional combat with another employee through gossip, innuendo, or out-and-out verbal warfare? And what if the entire company is in turmoil because we have an Emotional Terrorist who is just driving everyone bonkers?" The answer is that, in terms of bottom-line thinking, productivity is productivity? and if your employees are not available because their emotions are not calibrated to your industry standards, then fiscal risks must be considered. Human compassion needs are important. And so is money. Employees today face the possibility of biological, nuclear, incendiary, chemical, explosive, or electronic catastrophe while potentially working in the same cubicle with someone ready to suicide over personal issues at home. They face rumors of downsizing and outsourcing while watching for anthrax amidst rumors that co-workers are having affairs. An employee coughs, someone jokes nervously about SARS, or teases a co-worker about their hamburger coming from a Mad Cow, someone laughs, someone worries, and productivity can falter as minds are not on tasks. Emotions run rampant in human lives and therefore at work sites. High-demand emotions demonstrated by complicated workplace relationships, time-consuming divorce proceedings, addiction behaviors, violence, illness, and death are common issues at work sites which people either manage well? or do not manage well. Low-demand emotions demonstrated by annoyances, petty bickering, competition, prejudice, bias, minor power struggles, health variables, politics and daily grind feelings take up mental space as well as emotional space. It is reasonable to assume that dramatic effects from a terrorist attack, natural disaster, disgruntled employee shooting, or natural death at the work site would create emotional content. That content can be something that develops, evolves and resolves, or gathers speed and force like a tornado to become a spinning energy event with a life of its own. Even smaller events, such as a fully involved gossip chain or a computer upgrade can lead to the voluntary or involuntary exit of valuable employees. This can add energy to an emotional spin and translate into real risk features such as time loss, recruitment nightmares, disruptions in customer service, additional management hours, remediations and trainings, consultation fees, Employee Assistance Program (EAP) dollars spent, Human Resources (HR) time spent, administrative restructuring, and expensive and daunting litigations. Companies that prepare for the full range of emotions and therefore emotional risks, from annoyance to catastrophe, are better equipped to adjust to any emotionally charged event, small or large. It is never a question of if something will happen to disrupt the flow of productivity, it is only a question of when and how large. Emotions that ebb and flow are functional in the workplace. A healthy system should be able to manage the ups and downs of emotions. Emotions directly affect the continuity of production and services, customer and vendor relations and essential infrastructure. Unstable emotional infrastructure in the workplace disrupts business through such measurable costs as medical and mental health care, employee retention and retraining costs, time loss, or legal fees. Emotional Continuity Management is reasonably simple for managers when they are provided the justifiable concepts, empirical evidence that the risks are real, a set of correct tools and instructions in their use. What has not been easy until recently has been convincing the?powers that be? that it is value-added work to deal directly and procedurally with emotions in the workplace. Businesses haven?t seen emotions as part of the working technology and have done everything they can do to avoid the topic. Now, cutting-edge companies are turning the corner. Even technology continuity managers are talking about human resources benefits and scrambling to find ways to evaluate feelings and risks. Yes, times are changing. Making a case for policy to manage emotions is now getting easier. For all the pain and horror associated with the terrorist attacks of September 11, 2001, employers are getting the message that no one is immune to crisis. In today''''s heightened security environments the demands of managing complex workplace emotions have increased beyond the normal training supplied by in-house Human Resources (HR) professionals and Employee Assistance Plans (EAPs). Many extremely well-meaning HR and EAP providers just do not have a necessary training to manage the complicated strata of extreme emotional responses. Emotions at work today go well beyond the former standards of HR and EAP training. HR and EAP providers now must have advanced trauma management training to be prepared to support employees. The days of easy emotional management are over. Life and work is much too complicated. Significant emotions from small to extreme are no longer the sole domain of HR, EAP, or even emergency first responders and counselors. Emotions are spinning in the very midst of your team, project, cubicle, and company. Emotions are not just at the scene of a disaster. Emotions are present. And because they are not?controllable,? human emotions are not subject to being mandated. Emotions are going to happen. There are many times when emotions cannot be simply outsourced to an external provider of services. There are many times that a manager will face an extreme emotional reaction. Distressed people will require management regularly. That?s your job

Authors explore application of the study of emotion in the library workplace and look at future trends in the area. Library managers will take away knowledge about how the library workplace can and should operate with consideration toward emotion, and will glean ideas for implementation with their own staff and services.

Master Your Emotions and Achieve Success in Every Area of Life Are you ready to take control of your emotions and achieve mastery in both your personal and professional life? Discover the transformative power of Emotional Intelligence with this practical self-development guide, designed to help you improve your social skills, enhance your NLP, EQ, CBT, and boost your relationship building and self-discipline. Whether you're looking to succeed in business or improve your personal relationships, this book offers the tools you need. Do you find yourself getting into frequent arguments? Struggling to understand how others feel? Do you blame others for your mistakes or feel that your emotions are holding you back from reaching your full potential? The solution lies in mastering your Emotional Intelligence—a powerful skill that can revolutionize both your work life and personal relationships. Emotional Intelligence - Life Mastery offers practical, step-by-step guidance on how to manage your emotions effectively, enhancing your communication, empathy, and leadership skills. Why Choose Emotional Intelligence - Life Mastery? - Learn how to navigate emotionally charged situations with confidence. - Discover practical techniques to improve communication and listening skills. - Master the art of relationship building by increasing your self-awareness and empathy. - Uncover the secrets of NLP (Neuro-Linguistic Programming) and CBT (Cognitive Behavioral Therapy) to break free from limiting emotional patterns. - Boost your self-discipline and resilience for long-term success in all areas of life. Even if you're new to the concept of Emotional Intelligence (EQ), the techniques and strategies outlined in this book are simple to implement, making it accessible for everyone. If you enjoyed Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves, The Power of Now by Eckhart Tolle, or Atomic Habits by James Clear, you’ll love this book. Emotional Intelligence - Life Mastery is packed with actionable insights, perfect for readers looking to elevate their personal growth and achieve life-changing results. Start your journey toward emotional mastery today and unlock your true potential with the help of this practical guide. Take charge of your emotions and transform your life — both at work and at home — with Emotional Intelligence - Life Mastery. Achieve success. Build meaningful relationships. Master your emotions.

Moral behavior is subject to socially accepted moral norms and also has a pervasive influence on organizational performance. With the emergence of ethical issues found in organizations, practitioners and scholars pay increasing attention to ethics management. Therefore, workplace moral behavior (e.g., pro-social behavior and organizational citizenship behavior - OCB) and immoral behavior (e.g., interpersonal abusive behavior, deviant/counterproductive behavior, and unethical pro-organizational behavior) have also received substantial research interests over the past decades. To date, the most common framework used to study moral behavior has been the cognitive approach, with abundant evidence demonstrating that emotion and cognition are the two core elements in generating and influencing workplace (im)moral behavior. However, limited studies have been conducted to explore the emotional/cognitive processes or integrative moral emotion-cognition system relevant to workplace moral behavior. Despite our knowledge of the antecedents and consequences of workplace (im)moral behaviors, more research on the generating mechanism, influencing mechanism, transformation mechanism, and governance strategies is needed. For example, it is unclear how exhibiting (im)moral behavior in the workplace would impact the actor’s and the third-party observer’s emotions, thoughts, feelings, and subsequent behavior. Besides, the question of whether ethical/unethical leader behavior would trigger a “trickle-down effect” is underdeveloped, which refers to the fact that how the behavior or perception of the top leaders affects employees from top to bottom along the formal vertical power chain. In addition, we have little knowledge on when, how, and why the ethical employees (the so-called “good soldiers”) would engage in workplace immoral behavior, and vice-versa.

The Business of Emotions in Modern History shows how businesses, from individual entrepreneurs to family firms and massive corporations, have relied on, leveraged, generated and been shaped by emotions for centuries. With a broad temporal and global coverage, ranging from the early modern era to the present day in Africa, Asia, Europe and North America, the essays in this volume highlight the rich potential for studying emotions and business in tandem. In exploring how emotions and emotional situations affect business, and in turn how businesses affect the emotional lives of individuals and communities, this book allows us to recognise the emotional structures behind business decisions and relationships, and how to question them. From emotional labour in family firms, to affective corporate paternalism and the role of specific emotions such as trust, fear, anxiety love and nostalgia in creating economic connections, this book opens a rich new avenue of research for both the history of emotions and business history.