Harnessing emotions can influence the effective management of a department, according to a recent article in The Wall Street Journal online.
“Managers often think they should be impassive and unemotional, and encourage their employees to be the same. But emotions drive performance, and bosses who don’t acknowledge their own and others’ temperaments can’t inspire the best work from their staffs – or even motivate themselves,” advises the article by Carol Hymowitz.
“If we’re preoccupied by worry, resentment or boredom, our mental agility sputters,” said Daniel Goleman, author of “Social Intelligence.” Goleman’s books explores how relationships with bosses and colleagues, family and friends, shape the brain and have physical effects.
“Good relationships act like vitamins, while bad ones are like poison – undermining our cognitive efficiency and creativity,” Goleman explains.
According to Goleman’s research, many executives are too detached from their employees to recognize the negative effects of keeping emotions in check – employees and managers that are too focused on themselves and their own issues, rather than the betterment of the company and/or product, and thus boosting profit margins.
