Emotional management as a component of effective team management

Abstract

The article considers the theoretical aspects of team management on the basis of emotional management. It is shown
that the modeling team emotional work explains the features of the manifestations of its important parameters and forms the approaches to improve the social and emotional team environment. Conceptual foundations of command and emotional control are
disclosed in line with theoretical developments in the field of emotional work and modeling its processes. It is shown that the success
of team formation is determined by the interaction of individual and group (social) expectations, which reflect the willingness of team
members to cooperation and effective interpersonal interaction based on common understanding of the roles and abilities of each
other. Individual emotional experience is highlighted as a fundamental characteristic, which mediates all other input parameters and
is the basis for the formation of a team indicators of emotional experience and emotional intelligence. The idea of the interdependence of these parameters became the basis for the formation of team norms and explains their effects on leadership and role behavior. The modeling team emotional labor has identified as criteria of the effectiveness of the team psychological safety and interpersonal interaction as the basis for improving social and emotional team environment. The ability to obtain high levels of job satisfaction and effectiveness of the result is analyzed as the result of the transition from emotional dissonance to the consonance that supported individual emotional experience, and role expectations, the probability of a correction which increases as the formation of
team psychological safety and interpersonal interaction. It is shown that the management of emotions at the command level contributes to the achievement of job satisfaction and the results that are important to each individual, team and organization.