Team Interaction and Emotions

Resonant Leaders


Resonant leaders develop a sense of harmony with their subordinates and colleague leaders. As a result, groups of individuals get along well and collaborate while being sensitive to one another's feelings. The group as a whole is aware of why and how they are functioning. Leaders that can establish resonance with their team members can have emotional intelligence that is either innate or resiliently developed (McKinzie 279). The leaders foster social awareness, self-awareness, relationship management, and self-management skills. Instead of acting on impulse, effective employees work with a predetermined level of mental clarity. The paper addresses how to develop emotional intelligence while engaging in teamwork. The team interaction in the engineering and designing of the high-tech products requires members to have cognitive alignment. The team comprises of several disciplines requiring an in-depth understanding and knowledge. The whole team oversees the entire design of the product under consideration. It is very hard to interchange the members but works together for the achievement of set goals. Subsequently, the team members have the challenge to develop congruence with other team members’ mental model to cement a strong a ‘Team Mental Model’.

Emotion Shaping in the Team


The communications skills are critical in maintaining the mental model alignment. The interaction includes emotional and relational dimensions. The emotional responses within the team depend on the quality and extent of shared mental models (Frijda 27). The involvement of every individual team member in the completion of task plays a significant role in shaping positive emotions. The aligned members contribute and support each other in the activity at hand. However, when alignment is negative, the team members seem to engage in other routes in efforts to find answers to the challenges identified. Both courses are essential in developing the design and therefore correlate with better design performance. A mixed emotion- where some members feel disappointed, worried and elated affects the team (Frijda 28). The alignment of emotions on one side is positive for project development while the other works as a roadblock. The non-effective teams indicate emotionally detached team members leading to asynchronous and flat body response.

Mindfulness and Awareness


The team needed to have mindfulness during the interaction between the multi-disciplinary representatives. The representatives required to have a full understanding of self- mind, body, and spirit. Each needs to be aware of the environment comprising fellow teammates, events and the world. The awareness, self-knowledge, and attention to the one’s experience lead to authentic and confidence at work. The team members are mindful of others and their ideas. Our leader exhibited empathy and care to others. The compassionate leader was attuned to the emotional state of the other team members. Compassion combines a deep understanding, willingness to act and concern about others for the benefit of the entire team (Hernon 17).

Hope and Positive Emotions


I was part of the team and had had hope that we will achieve the set goals. I had an emotional state with clear thoughts that about the future and how to arrive there. Hope helped me to push the team in looking forward to an exciting future full of opportunities. The positive view provided the team with direction and purpose. It was a time to inspire the team members to have the commitment and pursue the future possibilities (McKinzie 279). Hope included dreams, excitement, aspirations, optimism and consistent emphasis on the positive emotions. As results of the efforts, my team managed to achieve high-quality products that do well in the market today.

Conclusion


The people working as efficient teams have individuals with boosted morale thus improve performance. The individual team members have the opportunities to learn during engagement and feel motivated throughout the project despite the challenges they may encounter during task execution. Therefore, the emotions arising from interactions within the team have a significant impact on the performance. The performance of the team is affected by the simultaneous occurrence of emotions in individual team members.


Works Cited

Frijda, Nico H. The Laws of Emotion. Mahwah, N.J: Lawrence Erlbaum Associates, 2007. Print.

Hernon, Peter. Shaping the Future: Advancing the Understanding of Leadership. , 2010. Internet resource.

McKinzie, Steve. “Shaping the Future: Advancing the Understanding of Leadership.” The Journal of Academic Librarianship. 37.3 (2011): 279-280. Print.

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