Bsbldr501 Develop And Use Emotional Assessment Answers

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Utilising emotional intelligence to get the best possible team output

Effect of the employee’s emotional balance on the workplace

In the case of an employee becoming emotional and defensive, the effects on the workplace could be ––

Group Charter

A group charter is any set of signed and established rules that outlines the team strategies and defines the objectives as well as the boundaries of the group members. It has several sections, namely team purpose, time commitment, scopes, members, desirable outcome list, the supporting resources, reporting plan, deliverables, and the links (Williford and Ribble 2014).

Workgroup structure to optimise results

The team members should attend all the meetings scheduled for the workgroup, and should select a representative for every department. The supervisor or manager should not be bossy or too demanding; such behaviour will hamper the working and dampen the motivation of the group members. There should also be discussions on the relevant matters to eliminate any doubts related to the assigned work.

Project on emotional intelligence assessment

Emotional intelligence is, in a way, more important for the attainment of a successful career for any individual. This is because the future of any organisation is to a great extent dependent on the supervisor’s ability to read and interpret the behaviour and body language of the workers, and consequently on how they react to those behavioural aspects (Goleman, Boyatzis and McKee 2013).

Emotional self-awareness, self-confidence, self-regulation, and empathy for others are, in my opinion, the qualities that I possess that will help me promote positivity in the workplace and enable me to function in a productive manner. However, my slightly impatient nature and shyness are the two drawbacks that might affect my efficiency and performance, as there might be instances where something might need to be done but I would be too shy to let one of my team members know about it.

Probable causes for stress at the workplace could be a huge workload, with a large number of pending deadlines which would lend a claustrophobic feeling, making it difficult for me to work. The lack of a proper physical environment for working is another factor. It is however definitely possible to cope with these problems; efficient time management and a smart approach to task handling will help me minimise the rush involved in meeting the deadlines. I can also let the concerned authorities know about the infrastructure, so that steps could be taken to improve the working conditions.

One of the emotional triggers at the workplace could be a disagreement with a co-worker or a team member over a work-related issue. In that case, the best measure for damage control would be halting the conversation or the argument for a while, and taking time out to think about the situation in a rational manner, instead of trying to explain my point in an emphasised or hostile way. Another factor would be if any worker acts very casually, or refuses to do what is required when any task is assigned to him. I believe that getting frustrated will not be the best way to encourage the individual; instead I can try to explain to him the importance of the pending work, and can motivate him to do better and have a positive and healthy attitude.

As a manager, the one thing that I can do would be to try and be a role model for the demonstration of emotion management. Paying heed to my perceptions would help me understand how I feel about any situation, and that is not affected by any other person –– it is completely my own point of view. Also, I will have to accept that emotions are a part of being human, and they cannot be prevented from experiencing them. Therefore, it is integral that I regulate and isolate my emotions when I am at the workplace, so that they do not interfere with my work or create any hindrances (Druskat, Mount and Sala 2013)

When it comes to the feedback from my co-workers or team members, cutting them off or not paying attention to their comments is not the ideal way to deal with them. Instead, what I can do is listen to all their demands carefully, and distinguish whether the statements they are making are facts or opinions. It is no rule that negative feedback is always wrong; it could be true and helpful as well (Johnson and Connelly 2014).

In case a worker is stressed, angry or depressed, what I can do is take out some time from my schedule and have a heart to heart conversation with the employee regarding what is bothering him. It is always helpful to talk things out and clear the doubts instead of reacting in a negative manner. Also, if needed, the worker can be referred to a therapist and help can be sought accordingly.

Culture has been seen to affect the management of emotions ever since the beginning of time (Crowne 2013). This is because emotions hold an important place in society, and therefore the consequences of expressing those emotions will also be varied in case of every individual. It is important that the focus be equally on both discipline and efficiency, and a few words of encouragement always work better than a reprimand.

The leadership style that I would like to adopt will be a blend of democratic and participative. As a manager, my role will be to provide guidance and a sense of direction to my team. At the same time however, I will also encourage my people to provide feedback and will take their opinions and problems into consideration (Hendriks and Karsten 2014).

It is important for any individual to recognise the clear demarcation between the workplace and the life outside of it; emotions are something that is best kept at bay when at the former. In my opinion, emotions or any sort of personal bias, be it on my part or the workers’, should not affect my decision making capabilities. The best path for any leader is to be practical and take decisions for the betterment of the company (Ashkanasy and Dorris 2017). However, my decisions should not hurt the sentiments of the employees.

Weekly assessments or meetings could be held to assess the effects of the workers’ emotions in the workplace. In those meetings, the workers can be briefed on how their behaviour and emotions impact the other people in that place, and through the assessments, they can come to realise the effects clearly (Runde 2014).

Since my leadership style will not be an autocratic one, the employees will have sufficient scope and freedom to express themselves. Their recommendations will be taken into consideration, and everyone will have the equal opportunity to place their demands and requirements in front of the management.

It is absolutely important to not jump to conclusions when faced with a negative situation. This is so ensure that the emotional intelligence of the team members is not affected, and positivity is maintained in the workplace.

Employees should be encouraged to come forward and participate in teamwork, and also use and develop their strengths. Cultivation and utilisation of the strengths of the employees will maximise the outcome and work towards the betterment of the company. 

References

Ashkanasy, N. and Dorris, A., 2017. Emotions in the Workplace. Annual Review of Organizational Psychology and Organizational Behavior, 4(1).

Crowne, K.A., 2013. Cultural exposure, emotional intelligence, and cultural intelligence: An exploratory study. International Journal of Cross Cultural Management, 13(1), pp.5-22.

Druskat, V.U., Mount, G. and Sala, F., 2013. Linking emotional intelligence and performance at work: Current research evidence with individuals and groups. Psychology Press.

Goleman, D., Boyatzis, R. and McKee, A., 2013. Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.

Hendriks, F. and Karsten, N., 2014. Theory of democratic leadership. P.'t Hart & R. Rhodes (Eds.), Oxford handbook of political leadership, pp.41-56.

Johnson, G. and Connelly, S., 2014. Negative emotions in informal feedback: The benefits of disappointment and drawbacks of anger. Human Relations, 67(10), pp.1265-1290.

Kok, M.C., Namakhoma, I., Nyirenda, L., Chikaphupha, K., Broerse, J.E., Dieleman, M., Taegtmeyer, M. and Theobald, S., 2016. Health surveillance assistants as intermediates between the community and health sector in Malawi: exploring how relationships influence performance. BMC health services research, 16(1), p.164.

Repper, J., Aldridge, B., Gilfoyle, S., Gillard, S., Perkins, R. and Rennison, J., 2013. Peer support workers: Theory and practice. London, UK: Centre for Mental Health and Mental Health Network, NHS Confederation.

Runde, C.E., 2014. Conflict competence in the workplace. Employment Relations Today, 40(4), pp.25-31.

Williford, M. and Ribble, K., 2014. Functional Team Charter.