ach Johnson, holding the lead at
one over par in the 2007 Masters
golf tournament, slouched in the
locker room, averting his eyes from a
television because he was afraid that
Tiger Woods would overcome the
lead he held. He didn’t steal a peek
until Woods’s shot missed the hole.
Finally, the tears started to come.
Queried earlier by a fan as to how he
was feeling, Johnson replied: “My
legs are numb from the knees
. . . I’m not sure they’re still at-
tached to my body.”
The setup at the Masters was polar-
izing. Some players felt it was the ulti-
mate test, while others reviled it for the
numbing difficulty that drained away
much of the excitement of the traditional
Although this was only Johnson’s
second major tour victory, he had a his-
tory of never being afraid to win. In the
past, he had shown strong determina-
tion against long odds in football, golf,
soccer, and a three-point basketball
shooting contest. His emotions had al-
ways served him well.
Foundations of Emotions and Moods
As noted earlier, emotions, moods, and some of their related concepts have be-
come increasingly important in the study of organizational behavior. We start our
discussion of this increasingly important topic area by defining emotions and their
relatives and showing the relationships among them. Here, Figure 3.1 shows emo-
tions, moods, values, and attitudes and uses affects as an umbrella term encom-
passing all of these.
is a generic term that covers a broad range of feelings that individu-
Affects encompass emotions, moods, attitudes, and values.
are intense feelings that are directed at someone or something. Emotions always
have an object, something triggers them.
are less intense as compared
with emotions, and frequently, although not always, lack a contextual stimulus.
are less intense
as compared with emo-
tions, and they frequently
lack a contextual stimulus.