M6D2: Emotion Photograph of a manager aggressively waking up her colleague who appears to be sleeping at his deskSome believe the communication process is too rational and cognitive and does not account for the role and influence of emotions. From experience, we know that emotions often affect an individual’s ability to think reasonably and rationally. Thus, it becomes incumbent upon leaders and managers to learn to control their emotions throughout the change process. Respond to the following: • Discuss the impact of emotions—fear, egotism, self-interest, anger, or frustration—on the overall change process and, specifically, on the ability of leaders and managers to communicate a clear, consistent message during the change process. Post your primary response. Read any postings already provided by your instructor or fellow students. Remember to read the feedback to your own major postings and reply to it throughout the module. Each post should be 100–150 words and written in your own words. All quoted text must be cited using APA format (6th edition). See the Course Calendar for due dates for posts and responses. Compose your work using a word processor and save it, as a Plain Text or an .rtf, to your computer. When you’re ready to make your initial posting, please click on the “Create Thread” button and copy/paste the text from your document into the message field. Be sure to check your work and correct any spelling or grammatical errors before you post it. Evaluation Criteria Review the SBT Discussion Rubric located in the “Start Here” section of the course for more information on grading criteria. Together, all discussions comprise 20% of the total course grade.

M6D2: Emotion

Discuss the impact of emotions—fear, egotism, self-interest, anger, or frustration—on the overall change process and, specifically, on the ability of leaders and managers to communicate a clear, consistent message during the change process.

Implications of Emotions to the Change Process

The impact of emotions can have severe effects on organizational leadership and management efficient attributing to the employees respond to their leaders. Emotions entail the entity that implores the body language and psychological implications to how workers react (Palmer, Dunford, & Akin, 2009). The emotions impact to the change process by overshadowing the change process by affecting the ability of employees in thinking logically and rationally. The drive of emotions in the workplace creates a discontinuity of efficient functioning of anger, egotism, and fear results to wrong objectives and concentration of the essential energy for the wrong purpose. Also, overshadows the employees or leader’s ability to induce the change in right manner.

The most severe implication of emotions affects the leadership ability to steer organizational change in the right direction. In imploring emotions in the workplace, leaders are bound to give the employees wrong directives, become authoritative and commanding, and exert unnecessary pressure on employees (Manning & Curtis, 2014). In turn, this creates rebellion and disconnection of the workers to the tasks they are executing. Hence, undermine their productivity and the overall organization’s productivity. The inability of leaders to control their emotions and directing exerting them on other employees affects their clarity which, in turn, has an impact on the overall change process alluded in the wrong direction of the organization.

The control of emotions by leaders is a critical entity in order to ensure that they provide effective leadership in the change process. They ensure that they bring employees closer to the change process and follow that they own the process. The success of the change process is highly influenced by a leader’s emotions control, expression and efficiency in the change process.

References

Manning, G., & Curtis, K. (2014). The art of leadership. (5th Ed.). Tata McGraw-Hill Education. ISBN#: 978-0077862459

Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach. New York: McGraw-Hill Irwin.