Managing their own emotional displays in organizations

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Reference no: EM132273362

How do you think managers can strike a balance between authenticity and managing their own emotional displays (e.g., surface acting) in organizations? Or do you think it is impossible to achieve such balance? Why or why not?

Do you think there are any emotions that are off limits—that leaders (or employees) should never display at work? What are they, and what makes them off limits?

Do you think there is a way to improve your reading of your manager’s and coworkers’ emotions, and adapting your behavior based on this emotional information? What are some ways that you can work on these types of behaviors?

Reference no: EM132273362

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