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Organization Behaviour: Perceived Organization Answers Assessment Answer


Executive Summary

Purpose of the journal article

The article written by Joyce et al. (2007) focused on role of organizational leaders in controlling employees’ workplace emotions. The purpose of the research is to find out effects of supervisors and managers on the emotion of the employees in a natural work phenomenon. They tried to examine direct effect of leadership behaviour of organizational leaders on employees’ experienced emotion, expressed emotions and emotional regulations. They developed their study from the gap of the previous literatures. They found from previous studies that regulating emotion of employees has direct connection with cardiovascular system activation, stress and physical symptoms etc. Hence, the authors conducted the study for further development of previous studies in an extensive way.

Research methods used by authors

The researchers selected sampling methodology for the survey. They followed within-person analysis to focus on values of each respondent in the organization. They randomly selected 57 employees of an ambulatory health care organization. Most of the respondents were women and average age was 41 years. The researcher collected both survey data and experience sampling data from the participants. Seven variables were chosen to conduct the survey. The variables are Supervisor’s leadership behaviours, general job satisfaction, Work status and interactions, momentary job satisfaction, affective experiences, momentary stress and overall stress. The selected emotions were scaled from 1 to 7 to assess the level of emotions. The decision about effect of organizational leadership on employees’ emotion was taken after data analysis. The collected data were analyzed through statistical method.

Key arguments of the essay

The key ideas of the article are the relationship between organizational leadership and employee’s emotion. It has been considered in the research paper that leadership attitude of an organization’s leaders and supervisors have impact on employee’s mood and job performance. Stress, physical hazard depends on emotional experiences in the work place. The researcher has conducted the research assuming positive relation between supervisor’s leadership effects on employee’s emotion. From employees’ perspective the researcher thought that the supervisors evaluate the performance of the employees through direct interaction. This interaction may increase anxiety of the employees’ about their performance. During direction interaction, employees may hide their emotional expressions, which can create negative effects. Therefore, overall finding of the research is that although most supervisory interactions are positive, net effect of interaction with supervisors are little negative. The net negative effect is due to stronger effect of negative interaction on employees’ mood.

In order to link the leadership behaviour of manager and supervisors, the researcher considered self-determination theory and the goal self-concordance model. It has been mentioned in the paper that, when the employees follow self regulation process of their emotions in the work place, they feel a separation from self. However, this effect is not always true as there may be other conditions that may remove the negative effects of emotional regulations. It has been argued that social functioning influence the emotion of the employees. The findings of the research suggest that emotional regulations on stress may be partly physiological because emotional regulation can lead to cardiac arousal. Moreover, it has been found that the effect of emotional regulation on employee’s job satisfaction is short lived.

Practical implications of the journal article

The research findings of this paper can be applied in practical scenario. As the theories and propositions considered in the study are related to employee’s job satisfaction, the article has practical implications. Generally, employees’ emotions affect the job performance. Every employee has their happiness, excitement and enthusiasm, which are likely to affect job performance positively (Shin et al. 2012). There are emotions such as frustrations, disappointment and worry, which reduces job performance and job satisfaction negatively. Negative emotions can reduce productivity of the employees, which may adversely affect the overall performance of the organization (Meisler and Vigoda-Gadot 2014).

The leaders of the organization has important role to motivate the employees to increase job performance by controlling personal emotions. There are some employees, who can control their personal emotions in the work place. However, not every employee can do this. Te leadership has important role in this respect. The managers and supervisors can help the employees to resolve their problems by giving attention to listen problems. If leadership attitude can increase job satisfaction of employees, they can involve themselves more with the organization. Any cultural and social discrimination may affect the employees’ emotion (Fisk and Friesen 2012). Moreover, if communication between organizational leaders and employees create stress and physical problem of employees, these may reduce job satisfaction. Therefore, the employees, who cannot adjust themselves with organizational environment, may decide to change the organization. Employee turnover negatively affects the performance of the organization. Hence, in present days, organizations give values to the employees’ emotion and job satisfaction level.


Meisler, G. and Vigoda-Gadot, E., 2014. Perceived organizational politics, emotional intelligence and work outcomes: empirical exploration of direct and indirect effects. Personnel Review, 43(1), pp.116-135.

Shin, J., Taylor, M.S. and Seo, M.G., 2012. Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. Academy of Management journal, 55(3), pp.727-748.

Fisk, G.M. and Friesen, J.P., 2012. Perceptions of leader emotion regulation and LMX as predictors of followers' job satisfaction and organizational citizenship behaviors. The Leadership Quarterly, 23(1), pp.1-12.


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