Emotions do not just effect organizations but contribute to their structure. In fact a great deal of leadership is actually about emotion management. Organizations are emotional places, organizations and businesses use emotions to motivate employees to perform and customers to buy. Various events in organizations create emotions and affect an employee's sense of satisfaction or outrage. Our sense of organizational identity is connected to how we feel. Rules about the display of emotions act as organizing forces within organizations and are used to create organizational structure and shape behavior. Emotions are also essential to inspirational leadership. However, emotions can harm employees, affect how they react to pressures and be the cause of low productivity and poor results.

Moods and emotions affect our selection and the quality of our actions.
Emotions are a part of our everyday existence as they move through the body, affecting our state-of-mind, performance, health and energy. Some recent research even suggests that all decisions are emotionally based, and that logic is used to provide a rational explanation for whatever decision is taken. 

It is important to distinguish between moods and emotions. Emotions are responses to specific events however moods are long term emotions people can find themselves in, such as pessimism, optimism, melancholy, resentment and anxiety. Moods have a major bearing on a person's emotional response to what is happening around them. They underpin a person's morale, their desire for improvement, their commitment to the process of change, their ability to problem-solve and their creative and innovative thinking.

Emotional management skills are necessary to reach an optimum productive state. 
Current research shows that by acquiring emotional management skills and techniques managers and leaders can more readily create positive and productive results in every aspect of their lives.

Emotional responsibility and Emotional leadership.
In a workplace dominated by the emphasis on rational and logical thinking, the role of emotions in decision-making and effective action has been often neglected. Many managers and leaders become victims of their emotions and regard their moods and emotions as things which just "happen". 

So how does management expect their employees to manage their emotions in the workplace?
According to new research at the University of Missouri-Columbia, management and many employees do not want their co-workers to express any type of strong emotion -- positive or negative. The new research found that the only "appropriate" way to manage negative emotions at work was for employees to hide or "mask" their emotions. Positive emotions also needed to be expressed in moderation, according to those surveyed.

Employees expect others to hide negative or positive emotions in order to maintain what they call "professionalism." This type of "masking" behavior was typically found in customer relation occupations but not as much in the employee-to-employee jobs. 

The researchers also found that emotion management is not something that is typically taught at work. Most organizations have traditionally focused on teaching logical and rational thinking and have neglected emotional learning in their development programs. As such, to learn what is and is not appropriate, most employees learn to manage their emotions by observing others in the workplace. However, in the last few years many executive / organizational coaches (trained in the use of psychological-based methodologies) have been increasingly called upon to develop specialist programs in this arena. These coaches are typically working with leaders to: a) help them better understand the impact that their moods and emotions have on their behaviour, relationships and performance and, b) providing them with techniques to better manage them and create productive emotional spaces. It follows that other coaches are now seeking a better understanding of how to work with emotions in the workplace.

• Better understand feelings and emotional well-being: Perception and defence mechanisms at work:
• Self-awareness and what triggers reactions
• How to assess What a person is Feeling and Why they are Feeling That Way
• How to identify Thoughts, Feelings, and Behaviors Associated with Stressful Situations
• How to analyze Behavior Patterns associated with Stressful Events
• How to identify Rituals that presently exist in a person's Life
• How to Classify Rituals according to the Purpose they serve and create Meaningful Workplace Rituals
  
  
• How to locate Real Emotional Pain that exists in every work environment -which left unchallenged, can even cripple the organization: 
  -emotional pain negatively affects an employee's ability to focus confidently on producing creative and productive work/results.
• Understand that emotional pain (pain that strips people of their self esteem and that disconnects them from their work) is an inevitable part of organized life. It can come from outside (family or personal crisis, traumas and tragedies) but it often stems from painful incidents at work such as the behavior of immediate bosses, including uncooperative employees or even abrasive clients, poorly handled mergers or change, bad workplace policies and practices, or simply the stress and grind of everyday working interactions. "There is always grief somewhere in the workroom!"
• Know how to train managers to know their own emotional condition and manage it, and be able to read and deal with the emotional state of others.
• Know how to train managers to help their people frame pain in constructive ways or by changing the view of painful experiences, helping staff create workable solutions that allow them to get through the pain, and then turn their attention to more positive pursuits. Managers also need to learn how to lead by the example they set -how to deal with their own pain in positive ways that can inspire others to deal differently with their own difficult situations.
• Many managers with strong technical skills and low "people skills" get promoted regardless of this deficit. They make poor managers unless they are held accountable for their behavior and unless they are coached to prevent or deal with any emotional toxins they produce.

The Certified Master Coach Course -elite training in the use of evidence-based psychological methodologies:
Many vital behavioral-based change models, tools and techniques and assessment instruments a professional coach requires to work with emotions are only available to coaches trained and mentored by an educator who is also a licensed clinical psychologist. The Behavioral Coaching Institute's (Dr Skiffington -Founding Director of Education) invitational, fast-tracked, 4 Day, Very Small Group Certified Master Coach Course (conducted in N.Y., London, Singapore, Sydney etc) meets the critical needs for business and executive coaches to be trained and mentored in the use of validated, reliable psychology-based tools and techniques.  Read More >....