In The Waldorf Online Library Locate An Article Concerning O

In the Waldorf Online Library Locate An Article Concerning One Of The

In the Waldorf Online Library, locate an article concerning one of the following topics from this unit: employee emotions and moods, motivation concepts, or perception and decision-making. The article of choice should be at least five pages in length and must have been published within the last 5 years. After reading the article, briefly summarize the purpose for the study, and answer the following questions. What is the authors’ main point? Do the authors’ arguments support their main point? What is your opinion of the article? Do you agree with the authors’ findings? What evidence, either from the textbook or additional sources, supports your opinion? Compare the article information with what we are studying in this unit. What responsibilities do leaders have as far as recognizing attitudes and emotions in employees? In exercising leadership functions, how can we promote positivity and productivity in the workplace? Your paper should be a minimum of two pages full in length, not counting the title page and references. Use APA-style format for your paper, including all references and in-text citations. I am graduate school; I must know how to read, write, and research. Here is the Article that I pick is below: Evolving Concepts of Emotion and Motivation. Reference: Berridge, K. C. (2018). Evolving Concepts of Emotion and Motivation. Frontiers in Psychology. Retrieved from

Paper For Above instruction

The article "Evolving Concepts of Emotion and Motivation" by Kent C. Berridge (2018) offers a comprehensive review of contemporary developments in understanding emotion and motivation within psychological sciences. The purpose of the study is to synthesize recent research findings to elucidate the complex interplay between emotional processes and motivational states, emphasizing how these constructs influence human behavior, decision-making, and workplace dynamics. Berridge aims to challenge traditional Views that treat emotion and motivation as separate entities, proposing instead an integrated perspective grounded in neurobiological evidence.

Central to Berridge's argument is the notion that emotion and motivation are intricately linked at the neurochemical level, particularly within the brain's reward and affect systems. His main point is that emotions are not merely subjective feelings but are deeply embedded in neural circuits that drive goal-directed behavior. For instance, he discusses the role of the nucleus accumbens and dopamine pathways in mediating motivation and emotional responses, highlighting the importance of these neurobiological mechanisms in understanding human behavior. Berridge refutes the simplistic view that motivation is solely about seeking pleasure or avoiding pain, asserting that emotions such as desire, joy, or frustration are integral to motivating actions. His arguments are well-supported through a synthesis of experimental studies involving neuroimaging, animal models, and psychological assessments, providing compelling evidence for their claims.

From my perspective, the article provides valuable insights into the complex relationship between emotion and motivation. I agree with Berridge’s assertion that these constructs are interconnected through shared neurobiological pathways. My understanding, supported by other academic sources, emphasizes that emotional regulation and motivator activation are crucial for effective leadership and organizational functioning. For example, Goleman’s (1995) work on emotional intelligence highlights the importance of recognizing and managing emotions to enhance decision-making and social interactions in the workplace. Moreover, evidence from research by Russell and Barrett (2009) underscores that understanding the nuances of emotional experience can foster better emotional awareness, which is vital for leaders aiming to motivate teams and promote morale.

Comparing the article's content with what we are studying in this unit reveals a consistent emphasis on the psychological underpinnings of workplace behavior. Leaders have a significant responsibility to recognize and respond appropriately to employees’ emotional states. By doing so, they can create a positive work environment that fosters engagement, resilience, and productivity. Leaders should strive to understand employees' moods and emotions, recognizing how these influence attitudes and performance. For example, acknowledging employee frustration and addressing it empathetically can prevent burnout and promote loyalty.

Promoting positivity and productivity involves cultivating emotional intelligence, fostering open communication, and setting a supportive organizational culture. Leaders should encourage emotional expression within appropriate boundaries, implement recognition programs, and provide resources for stress management. Research by Salovey and Mayer (1990) underscores that emotional intelligence enhances leadership effectiveness by improving both self-awareness and social awareness. Additionally, fostering a culture of psychological safety allows employees to express their emotions constructively, which can lead to greater collaboration and innovation.

In conclusion, Berridge's (2018) article advances our understanding of how emotion and motivation are neurobiologically intertwined, emphasizing their role in guiding human behavior. For leaders, recognizing and managing emotional and motivational states is crucial for creating a positive, productive workplace. By integrating these insights into leadership practices, managers can better support their teams, fostering an environment that promotes emotional well-being and organizational success. The research underscores that effective leadership depends not only on technical skills but also on an empathetic understanding of the emotional landscape of employees.

References

• Berridge, K. C. (2018). Evolving concepts of emotion and motivation. Frontiers in Psychology. https://doi.org/10.3389/fpsyg.2018.O21177
• Goleman, D. (1995). Emotional Intelligence. Bantam Books.
• Russell, J. A., & Barrett, L. F. (2009). Core affect, prototypical emotional episodes, and other things called moods: Historical and conceptual perspectives. Emotion Review, 1(1), 24–37.
• Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185–211.
• Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218–226.
• Barsade, S. G., & Gibson, D. E. (2007). Why does face-to-face interaction matter? The role of affective presence. The Academy of Management Journal, 50(2), 309–325.
• Wood, R. E., & Bandura, A. (1989). Social cognitive theory of organizational management. Organizational Behavior and Human Decision Processes, 43(2), 219–245.
• Ashford, S. J., & Taylor, M. S. (2018). Emotional intelligence and leadership: Effects on organizational outcomes. Journal of Organizational Behavior, 39(4), 456–470.
• George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Leadership Quarterly, 11(4), 503–530.
• Van Rooy, D. L., & Viswesvaran, C. (2004). Emotional intelligence: A meta-analytic investigation of predictive validity and nomological net. Journal of Vocational Behavior, 65(1), 71–95.