Workplace Emotions, Attitudes, and Stress

Brandon Newbridge had a high openness to experience when he joined the lab two years

ago. He displayed focus and discipline. Before the entry of Laster Zapf into the group, he

effectively managed to lead the group’s cohesiveness. Hence facilitating the working together of

the team members to attain the major objectives of the project. Regardless of their professional

contribution to the project, team members typically viewed the other members as critical to the

group's success. However, the lab's problems needed to be solved, so Lester Zapf was brought in

to assist, not take over.

Individual differences are usually perceptible among team members when working in a

group where emotions may arise. For example, Zapf's cognitive ability exceeds that of the team

members, including the team leader, Newbridge. Team members had negative feelings due to

Zapf's constant criticism of their work as having a "high level of mediocrity." Having emotional

intelligence, Newbridge managed and regulated his emotions which involved deep acting,

despite his frustrations with Zapf's behavior. However, his overall job attitude, as measured by

job satisfaction, had a direct influence on his work behavior. Newbridge's stress levels rose due

to emotional exhaustion, cynicism, and a reduced feeling of personal accomplishment. On the

other hand, Lester Zapf used his powerful personality and superior knowledge to gain control

and influence over others. As a result, the management and the people funding the research

regard Zapf highly. This makes Newbridge feel unappreciated as the group's leader, and his job

dissatisfaction grows. (McShane et al., 2021, pp.96-98).   

Newbridge was dissatisfied with his job, work environment, and emotional experiences at

work, and he felt he had no choice but to get away from the dissatisfying situation. He opted to

exit and leave his job at Simmons Laboratories.