Emotional culture, referring to an affective aspect of organizational culture, can create a positive background among employees and provide them with motivation and appropriate intentions. The effects of emotional culture are vaster than can be expected and studying the interconnections between it and other aspects of human management seemed truly promising and involving. However, emotions are oftentimes hardly managed or not managed at all, creating chaos instead of a positive balance. The study by Yue et al. (2020) observes the impacts of positive emotional culture on employees, leaders, and workers’ identification using smart approaches. This assignment evaluates the research and highlights the major arguments that can be useful for further implementation.
The right culture application can provide employees with job satisfaction, quality relationships inside the organization, and personal performance at work. Mostly, the corporate culture is considered from the point of cognitive culture that involves intellectual performance leading to the company’s growth (Barsade & O’Neill, 2016). One should study its mechanisms to understand how to rule the emotional culture. According to Yue et al. (2020), there are different levels: nonverbal emotional expressions, underlying values, and assumptions. A variety of organizations emphasize a culture of joy as a major initiator of goal achievement among workers, their job success, and the accumulation of physical and cognitive abilities. The feeling of joy is generally associated with happiness, creates an atmosphere of union, and lowers work pressure. Thereby, the proper atmosphere created at work can enhance the interconnections between the employees and lead to better goal achievement.
Leaders’ proper usage of motivational language can stimulate positive psychological and behavioral results. Motivation communications can be divided into three forms: meaning-making language that draws the aim of the organization, direction-giving language that identifies the main tasks of the organization, and empathetic language that uses support, respect, gratitude, and compassion in communication. The disclosure of emotions allows leaders to show their human characteristics and become closer to an employee. The importance of collective gratitude and gratitude used by the organization can bring a deeper comprehension of both sides (Fehr et al., 2017). The implementation of the motivational language theory brings a positive impact on workers’ integration and creates trustworthy relationships with their leaders.
Symmetrical communication is another method allowing to create openness, and mutual understanding following ethical principles. The main purpose of symmetrical communication is to balance the needs and achieve mutual respect between all participating sides. In such an environment, employees usually feel considered and respected and can start taking part in discussions and common brainstorming (Kang & Sung, 2017). Indeed, one-way communications limit the interrelations inside the company and make participants feel more individual than united. The latter means the use of symmetrical communication creates a feeling of union and freedom in decision-making when some fresh and innovative ideas are needed.
The research emphasizes the influence of emotional culture on workers’ self-esteem, positivity, and goal achievement. I have learned new ways to implement positive emotional culture and realized the ways workers can be motivated and encouraged. Undoubtedly, creating a positive atmosphere and a feeling of mutual interest at work is essential; however, I tend to believe that certain limitations should be implemented to remind the workers about their duties and borders. Otherwise, the uncontrolled freedom inside the corporation might create chaos and relaxed behavior of workers. The main concern of emotional culture should be creating a positive atmosphere along with setting the borders to save respect and major responsibilities.
References
Barsade, S., & O’Neill, O. A. (2016). Manage your emotional culture. Harvard business review, 94(1), 58-66.
Fehr, R., Fulmer, A., Awtrey, E., & Miller, J. A. (2017). The grateful workplace: A multilevel model of gratitude in organizations. Academy of Management Review, 42(2), 361-381.
Kang, M., & Sung, M. (2017). How symmetrical employee communication leads to employee engagement and positive employee communication behaviors: The mediation of employee-organization relationships. Journal of Communication Management, 21(1), 82-102.
Yue, C. A., Men, L. R., & Ferguson, M. A. (2020). Examining the effects of internal communication and emotional culture on employees’ organizational identification. International Journal of Business Communication, 68(2), 169-195.