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2. Assigment of Organizational Behavior扎娜, 白米哪, 阿瑞, 肯尼思, 阿诺, 珍妮, 玛丽How can managers promote employees positive emotions?Recognize and understand the important role of emotional culture in fosteringpositive employee attitudes and generating supportive employee behaviors;Not only care about employees’ emotional well-being but also invest resources incultivating an emotional culture infused with positive emotions of companionatelove, joy, pride, and gratitude.Positive emotional culture can be shaped through strategic internalcommunications. Leaders and communication managers shouldAdopt an employee-centered communication mindset and system that are two-wayand dialogic; value listening, feedback, employee voice, and participation; and showgenuine care for employees’ interests and feelings;Promote a responsive, caring, compassionate, warm, and friendly leadershipcommunication style in day-to-day interactions across the organization;Walk the talk by expressing positive emotions proactively, such as joy, pride,gratitude, and companionate love, which not only create a positive emotional culturebut also show the genuine, authentic, human side of the leader. Douglas Conantwrote over 30,000 handwritten thank-you notes to employees and clients during histenure of leadership at Campbell Soup. Mark Zuckerberg challenged himself towrite one thank-you note every day in celebration of Facebook’s 10th anniversary in2014. These cases are all notable examples of leadership gestures of building aculture of gratitude.Utilize “high-touch” communication channels beyond high-tech media. As SherryScott, president of Gagen MacDonald and contributing editor of IPR’s OrganizationalCommunication Research Center, noted, to manage outreach and build requisite trusteffectively, leaders need to “humanize the message and the messenger through high-touch communication strategies…,” as “trust is built on human connections, not
technology” (Scott, 2018). Despite the numerous benefits that come with workplacetechnologies, such as enterprise social media, the advantage of high-touch face-to-face channels in communicating complex emotions cannot be replaced.Foster collaboration among leaders at all levels, communication, and human resourcemanagers to design and implement a system, work environment, and communicationprograms that acknowledge and respect emotions and reinforce the manifestation ofpositive emotional culture.Evidence from emerging scholarly investigations consistently points to managerial humor as fruitful new grounds to expand management knowledge and practice. In light of this, the present study examined managerial humor as an affective event at work that has short-term emotional and long-term psychological outcomes for employees. To test this empirically, We also considered the potential moderating effect of leader–member exchange on the humor–emotions relationship. Findings provide initial support for managerial humor as an affective

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