Organisational Behavioure

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Reason is, and ought only to be the slave of the passions,
and can never pretend to any other office than to serve
and obey them.
— David Hume

Emotions
and Moods
After reading this chapter, you should be able to:

1

Differentiate emotions from moods.

5

2

Discuss the different aspects of
emotions.

Discuss the impact emotional labor
has on employees.

6

Identify the sources of emotions and
moods.

Discuss the case for and the case
against emotional intelligence.

7

Apply concepts on emotions and
moods to OB issues.

3
4

Describe external constraints on
emotions.

LEARNING
258

OBJECTIVES

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CHAPTER

8

Emotions Can Be Powerful
teve Wynn, the famous hotel

S

on the grounds of his flagship hotel and

mogul, is an emotional person.1

casino, The Mirage. At the same time,

He is known for his infectious

while Wynn was in charge of the

enthusiasm, as well as his temper. He once

Mirage, it was high on Fortune’s

shot off his index finger in his office. And

list of America’s Most Admired

when describing his new $2.7 billion hotel,

Companies.

which he named after himself, he broke

Interestingly, in contrast

into a song from a musical.When have you

to Wynn’s volatile person-

ever seen a CEO do that? Wynn’s also given

ality, his new hotel is

to making outlandish statements. He said

meant to appeal to peo-

of his new hotel, “This building is more

ple’s desire for calm-

complex than any other structure in the

ness. Gone are the

history of the world.” He also once com-

exotic public displays,

mented, smiling, that “Las Vegas is sort of

such

like how God would do it if he had money.”

and caged tigers, that

Many regard Wynn as the most power-

graced

as

volcanoes
his

earlier

ful man in Nevada, largely because he can

hotels. He even says

both inspire and scare people. One politi-

that he’d get rid of the

cian stated, “Steve Wynn’s control over

casinos if he could. No

politicians is all-encompassing. It’s over-

casinos in a Las Vegas

whelming. Either you work for him or he

hotel? Could Steve Wynn

tries to get you out of office.”

be bluffing? ■

Those who know Wynn say his temper
can erupt as fiercely as the volcano he put

259

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PART TWO

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The Individual

I

t’s probably safe to assume that most of us are not as given to emotional extremes as Steve Wynn. If we were, could we be as successful as he in our professions? Given the obvious role that emotions play in our work and everyday lives, it might surprise you to learn that, until recently, the field of OB has given the topic of emotions little or no attention.2 How could this be? We can offer two possible explanations.

The first is the myth of rationality.3 Since the late nineteenth century and the rise of scientific management, the protocol of the work world has been to keep a damper on emotions. A well-run organization was one that didn’t allow employees to express frustration, fear, anger, love, hate, joy, grief, and similar feelings. The prevailing thought was that such emotions were the antithesis of rationality. Even though researchers and managers knew that emotions were an inseparable part of everyday life, they tried to create organizations that were emotion-free. That, of course, wasn’t possible.

The second explanation was the belief that emotions of any kind are disruptive.4 When researchers considered emotions, they looked at strong, negative emotions—especially anger—that interfered with an employee’s ability to work effectively. They rarely viewed emotions as constructive or able to enhance performance.

Certainly some emotions, particularly when exhibited at the wrong time,...
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