In last month’s column I focused on the significance of the emotional culture that exists in an organization, especially citing the article “Manage Your Emotional Culture” that appeared in the January/February 2016 issue of the Harvard Business Review https://hbr.org/2016/01/manage-your-emotional-culture. The article was co-authored by Drs. Sigal Barsade, professor of Management at the Wharton School of the University of Pennsylvania, and Olivia O’Neill, assistant professor at George Mason University School of Business.
Barsade and O’Neill report that even with an increased interest in what has been termed “the affective revolution” or the ways in which emotions impact on behavior in any environment, “emotional culture is rarely managed as deliberately as cognitive culture—and often it’s not managed at all.” They emphasize the importance of understanding emotional culture given the extent to which it “influences employee satisfaction, burnout, teamwork, and even hard measures such as financial performance and absenteeism. . . . Positive emotions are consistently associated with better performance, quality, and customer service—this holds true across roles and industries and at various organizational levels. On the flip side (with certain short-term exceptions) negative emotions such as group anger, sadness, fear, and the like usually lead to negative outcomes, including poor performance and high turnover.”
[For more of this story go to http://www.drrobertbrooks.com/...organization-part-ii]
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