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«Engineering Leadership» - Great Essay Sample

«Engineering Leadership»

Organizations also go through emotional stages based on what they encounter during their operations. These have a considerable impact on the productivity of their performance and although often go unnoticed, require special attention form the management. The five core stages of emotions for corporations’ workers under consideration include reappraisal, experience regulation, display regulation, emotional labor, and post-emotional responses.

Reappraisal Phase


The denial phase is normally a temporary defense that is adopted by the workers in an attempt to regain some consolation that nothing bad is going to happen to them at their work place. It is the first stage of a worker’s psychological behavior when they receive the news that they do not like. In such a case, the workers will be required to clearly understand and absorb the information received before they could proceed to other stages (Ingram 2013). For instance, the employees of Sustainable Joint Venture (SJV), particularly those operating in India, could be in denial about their job security after the company is suspended from carrying on any operations in the country for the next one year. Similarly, this could look more like a scandal that would be out to ruin the reputation of both VisSolar and SJV. Consequently, the market may not be so welcoming to services and products from both enterprises, this risk of losing financial resources and possibility of retrenchment. All these events at the initial stages will provoke the feeling of denial of the staff, disbelieving that they may be deprived of their positions and made redundant.

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Advise to Solving the Challenge

The appropriate step is for each corporation to help their workers understand the causes of the organizational challenges being experienced. The communication here should be face-to-face and employees should be given an opportunity to seek clarification wherever they may deem fit. Again, the information provided to them should be simplified, easy to comprehend, and not overwhelmed with the data (Rajan-Rankin 2014). This means a gradual release of the information on the possible risks should be adopted to avoid the unnecessary panic.

Anger Phase


The next phase of challenge for the workers is anger. When the reality settles on them regarding the losses made and the likely risks, the employees will have fear about their future and begin to resent and blame each other or management for allowing the complicated situation to occur. In the case of VisSolar, the workers will put the blame on SJV for failing to complete their job on time, thus jeopardizing their partnership in the joint venture. On the other hand, SJV will shift the blame on VisSolar for not having provided the required number of solar panels at the right time and delays in amending their agreement to allow the company source the necessary equipment from other sellers. As the blame game continues, anger will rise among the workers due to fear of job loss and frustrations.

Advise to Solving the Challenge

This phase is normally seen as explosive due to the possibility of its degenerating into chaos or crisis if it is mishandled. For example, when observing the case of SJV and VisSolar, they reached a point of communication collapse despite the fact that they were in a partnership. Therefore, a careful plan of action is required to handle this emotional state of the workers. The leadership will be required to also listen carefully and take the blame where the mistake was on their part (Farr-Wharton & Brunetto 2007). The managers will also be required to deal with the issue from the perspective that such occurrences are natural and the anger will subsidize in time.

Bargaining Phase


When the anger has diminished, it will be easier for the managers from the two enterprises to negotiate with their workers as well between themselves. At this stage, the whole issue that led to the challenges is interrogated and possible remedies are suggested. Besides, individual employees will be allowed to freely contribute to solving the issues being discussed and offer suggestions (Miner, Glomb, & Hulin 2005). Precautions are taken not to repeat the mistakes made and each side has to forego something for the relationship to be restored.

Advise to Solving the Challenge

The leadership of both enterprises will be expected to remain open to proposals made as a way of giving relief to those moving towards acceptance. Nevertheless, there should be a given level of expectations for the negotiating parties to ensure the process does not take too long. Besides, there are more forums required that will allow interactions between the workers in the two companies as well as with their leaders. This is an advantage as it will ensure that the people involved are comfortable with each other and can interact, give their suggestions, and express themselves freely (Sánchez 2007). Also, it is significant in bridging the gap between the top management and the employees. Moreover, the working relationship between the two enterprises will be enhanced.

Depression Phase


After the completion of the bargaining process, there is another possible danger, especially when it is evident that there are still some difficulties to be experienced during the implementation phase of the agreed issues. Moreover, there is likelihood that the workers and the managers will get locked again at this stage as they try to explore the best approach that will satisfy everyone (Lim 2013). When such an option is unavailable, it is the responsibility of the leadership to make the decision in the interest of the firm. Again, since the challenges in this case relate to two companies SJV and VisSolar, then the leadership in the two enterprises should also have an acceptable and applicable formula that favors the interest of both firms (Elfenbein 2007). In most cases, this phase is considered low energy and therefore necessitates appropriate support to refresh the morale of workers of the two companies.

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Advise to Solving the Challenge

In his phase, solving the crisis will require more training of the employees to regain and increase their productivity and give their best. Additionally, the training is also meant to check the system to ensure the products are able to move from one stage or department to another. This is significant in ensuring that there exists a reliable relationship between the two companies and helping ease the possible tensions that may have arisen from the risk. Besides, the approach will also investigate the responsibilities given to each party and whether or not they have been adequately compensated for their work (Javitch 2009). The workers should be guaranteed that the changes in the company are for the benefit of everyone and will not hurt them.



After the realization that defeating the new changes may not work, the employees and the partners will start to accept the new changes and start accommodating them. Therefore, they will begin to actualize the relationships with their workplace willingly, without being compelled to do so. The embracing of the new alternatives will work to the benefit of the firm and the employees (Inhalan & Finch 2011). As such, the fruits and handwork of the organization both individually and jointly can easily be realized.

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Advise to Solving the Challenge

The benefits will now appear and get recognized even from the outside. The team will portray strength and cooperation in the improvements made. At this point, the workers are appreciated for the work they engage in, and the objectives are repeated and reinforced to ensure the success is shared by all those who have led to its realization (Finch 2011). Again, at this point it is significant that the workers celebrate their achievement. The management will also make their respective employees understand the realized success is from the sacrifices made through the mutual change processes.


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