Comparison of both Articles' Arguments
Both articles by (Lieberman, 2006) and (Muchinsky, 2000) illustrate how critical it is for organizations to recruit managers and promote leaders who can effectively develop strategies to accentuate the positive emotional and personality-based approaches to leading both individuals and teams. The articles reviewed both underscore how critical it is to nurture emotional environments in organizations and can serve as the catalyst of as Muchinsky calls them in his hierarchy of emotions "favorable life conditions," or those emotions that include happiness, pride, and love. Muchinsky argues that these emotions in conjunction with the empathetic emotions as defined in his proposed taxonomy are the necessary catalysts for managing a workplace with emotional intelligence. Both authors also contend that managing through conflict requires a thorough understanding of the cause-and-effect individual employees may have to stimuli, and the essential role managers play in guiding conflicts through the gamut of emotions. Both authors further imply that these strategies are beyond merely coaching for creating, sustaining, and nurturing collaboration; instead the orientation needs to be on how to navigate many sources of negative emotion to at least reach consensus and mediation first when conflicts arise. Of the two authors, Muchinsky argues that the response to stimulus that drives emotions is worthy of in-depth conceptual and theoretical modeling in addition to empirical studies, and provides a taxonomy for both theorists and practitioners to use.
Conclusion
From the literature reviewed, there is abundant evidence showing the critical need to further understand how emotions and personalities influence workplace performance and environment. Managers and leaders must have a firm grounding in the concepts presented by these authors and cited sources to effectively manage individual subordinates...
Taking the time to understand how emotional responses to stimuli vary by each member of a team is just as critical as understanding how their unique strengths and weaknesses contribute to the broader company objectives. From this standpoint it is clear that just as critical as managing resources, leaders must also manage emotions through the use of effective programs and approaches to encourage trust and collaboration over the long-term.
References
Abbas J. Ali (2005). The PASSIONATE EXECUTIVE. International Journal of Commerce & Management, 15(2), I, II. Retrieved April 4, 2008, from EBSCO HOST Global database. (Document ID: 977565991).
Joyce E. Bono, Hannah Jackson Foldes, Gregory Vinson, John P. Muros. (2007). Workplace emotions: The role of supervision and leadership. Journal of Applied Psychology, 92(5), 1357. Retrieved April 12, 2008, from EBSCO HOST Global database. (Document ID: 1337089971).
Shlomo Hareli, Noga Shomrat, Nahum Biger. (2005). The role of emotions in employees' explanations for failure in the workplace. Journal of Managerial Psychology, 20(8), 663-680. Retrieved April 13, 2008, from EBSCO HOST Global database. (Document ID: 967090691).
Amy L. Lieberman (2006). The "A" List of Emotions in Mediation from Anxiety to Agreement. Dispute Resolution Journal, 61(1), 46-50. Retrieved April 5, 2008, from EBSCO HOST Global database. (Document ID: 1034264051).
Sandi Mann (2007). Expectations of emotional display in the workplace:an American/British comparative study. Leadership & Organization Development Journal, 28(6), 552-570. Retrieved April 12, 2008, from EBSCO HOST Global database. (Document ID: 1337539251).
Katherine Miller (2002). The experience of emotion in the workplace. Management Communication Quarterly: McQ, 15(4), 571-600. Retrieved April 5, 2008, from EBSCO HOST Global database. (Document ID: 117894620).
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