Managing emotions in a changing workplace

The modem 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 social life (Ashforth and Humphrey 1995; Ashkanasy, Hartel, and Zerbe 2000b; Fisher and Ashkanasy 2000). Individuals bring their affective states and traits and emotional "buttons" to work; leaders try to engender in followers feelings of passion and enthusiasm for the organization and its well-being; groups speak of esprit de corps; and organizational consultants seek to increase job satisfaction, commitment, trust, and loyalty. Organizational members seldom carry out their work in an objective fashion based on cold, cognitive calculation. Instead, as Weiss and Cropanzano (1996) argue, workplace experiences comprise a succession of work events that can be pleasing and invigorating, or stressful and frustrating. Without a doubt, emotions are an inherent part of the workplace.