Dasborough, M. T. (2006). Cognitive asymmetry in employee emotional reactions to leadership behaviors. Leadership Quarterly, 17(2), 163-178.

This article is predicated on the idea that leaders shape workplace affective events, which in turn produce emotional responses in employees. The asymmetry effect of emotion posits that employees are more likely to recall negative incidents than positive incidents. In this qualitative study, negative incidents were recalled more frequently, more intensely and in more detail than positive incidents. To counteract this negativity bias in employees, leaders should apply EI to generate emotional uplifts and spread emotional contagion. It is suggested that organizational commitment and effectiveness may increase as a result.

Dougherty, D. & Drumheller, K. (2006). Sensemaking and emotions in organizations: Accounting for emotions in a rational(ized) context. Communication Studies, 57(2), 215-238.

Organizations tend to be guided by a rationality/ emotionality duality in which rational behavior is valued over emotional behavior. Consequently, emotions in organizations have historically been undervalued, despite the fact that they are emotion-laden environments. This study uses sensemaking theory to explore how employees manage this duality in the workplace. Using a qualitative analysis of employee interviews, it was found that participants accept the duality by orienting toward emotions that are associated with the disruption or enhancement of "rational" business practices. Participants tended to reinforce the dichotomy in organizations by carefully controlling their emotions. Employee methods for managing affective events in the workplace, including denial of emotions and reframing, are described.

2006 Vancouver International EQ Conference (July 20th-21st, Vancouver, Canada)

Join the 2006 Vancouver EQ Conference: From Theory to Action Applying EI for Leadership and Organizational Excellence with Dr. Reuven Bar-On, EI Consortium Member, editor of The Emotional Intelligence Handbook and one of the worlds leading researchers in the area of EI. Click here for the conference e-brochure and see www.eitrainingcompany.com for registration.

Call for Nominations - EMONET PhD Student Research Workshop (August 10th, Atlanta, GA)

The EMONET organizing committee are pleased to announce the inclusion of a PhD Student Research Workshop in the program of the Fifth International Conference on Emotions and Worklife (EMONET V) in Atlanta, Georgia, USA. The workshop provides an excellent opportunity for current Doctoral students to network, discuss, share and present their research with peers in a supportive and collegial environment. In addition to student presentations, guest speakers will also share their experiences of researching and publishing in the emotions field.

Students wishing to participate in the Workshop must be nominated by a member of their supervisory committee. Students must forward to their supervisor a 2-page research presentation proposal, their current CV, & full contact information. Nominating supervisors should then forward this information along with a letter of support for the students inclusion in the program to Jane Murray by July 10, 2006.

As part of the workshop selected students will be asked to prepare and present a short 15 minute presentation outlining their doctoral research. Suggestions for presentations include progress, pitfalls and triumphs encountered during your research journey. Students are also welcome to present their EMONET conference papers at the workshop in a supportive and non-threatening environment. As presentation places are limited, applicants will be advised of their inclusion in the presentation program by July 14, 2006.

Cognition in the Rough Workshop (August 13th, Atlanta, GA)

The 9th annual Cognition in the Rough workshop is to be held at the Academy of Management this August. It provides an excellent opportunity to discuss your research related to managerial and organizational cognition in an informal, collegial roundtable setting. Each roundtable will have 2-3 scholars and 2-3 researchers, allowing plenty of time for discussion. Regardless of whether you are a more senior or more junior scholar, this workshop offers you an invaluable opportunity to receive detailed feedback from scholars who are often editors or on the editorial board of top journals.

The workshop is seeking proposals, which should include the following four sections: I. Brief abstract (not to exceed 150 words) and up to four keywords; II. Overview of research (not to exceed 1500 words), Research topic, Conceptual framework, Research questions, Methods, Anticipated contributions to research/practice - key findings (if research is complete); III. Challenges (the area on which you would like to focus discussion) (not to exceed 250 words); and IV. References. Proposals are due by July 1st to cir6@unl.edu.

PDW - Learning to Use Self-Leadership During the Dissertation Process (August 13th, Atlanta, GA)

Self-leadership, based on social cognitive and intrinsic motivation theory, can help a person motivate him or herself to achieve personal goals. The principles of self- leadership can help doctoral students overcome the variety of obstacles that make finishing a dissertation such a difficult and trying process. Participants will be exposed to a variety of techniques that are applicable not only in managing the dissertation process, but also in other aspects of an academic career. The PDW will comprise an interactive session that includes presentations from panelists, overall group discussion, and small group discussions.

Interested doctoral students are encouraged to e-mail the organizer, Kevin Henderson (U. of Arkansas), in order to pre-register. Please include a recent CV with the email and a note about any specific problems you are facing or encountering with respect to the dissertation process.

Center for Applied EI Conference - Maximising Your Organisation's Potential (September 20th, Windsor/Slough, England)

This conference is to demonstrate how to implement EI based development programmes within organisations to create sustainable success and increased performance in both the private and public sectors. A series of interactive workshops will share insights from clients as well as practitioners on how to build EI into existing leadership and change programmes. Clients involved in the day are South West NHS Strategic Health Authority, the Skandia Group, South Somerset Homes, and Portland and Weymouth Housing.

Every delegate has the opportunity to complete the ie questionnaire (an individual EI diagnostic tool) completely free and without obligation prior to the conference, with group feedback sessions on the day. The day also includes informative seminars on a range of EI developments, an EI training and resource exhibition, a plenary session exploring a new organisational EI diagnostic tool currently under development, and launch the book Applied EI to be published by Wileys in August. Conference details can be obtained by visiting the conference website or by contacting Hannah Ward at the CAEI Conference office on 01242 239238.

Develop an Organizational Culture that Supports Learning

Change will be more enduring if the organization's culture and tone support the change and offer a safe atmosphere for experimentation.

Guideline in Action

For the Interaction Management Program, managers of the supervisors to be trained attend a workshop that lasts a day and a half. At the workshop they learn many of the essential skills, techniques, and modules that their subordinates will experience during the training. They watch a film, which describes the purpose of the program, and they participate in similar skill modules and skill-practice exercises. "They also are trained in how to work with their subordinate supervisors in diagnosing supervisory problems, in determining the most appropriate interaction skills to use, and in gaining agreements on the desired outcome of the problem situations" (Pesuric and Byham 1996). The workshops also teach the managers how to reinforce their supervisor subordinates when they use the skills on the job.

In another version of this approach, a more supportive culture for learning is created by having line managers serve as workshop leaders. "By using line managers as workshop leaders, the organization built into its reward system a mechanism for communicating to its supervisors that use of the skills was desirable and expected behavior" (Porras and Anderson 1981). In addition, further organizational support was elicited by introducing top company management to a version of the program." In fact, every manager in the manufacturing division (where the program was implemented) was exposed to "the design's content and process" (Porras and Anderson 1981).

From Cherniss, Cary & Adler, Mitchel. (2000). Promoting Emotional Intelligence in Organizations. Alexandria, VA: American Society for Training & Development.