d to spend more time on talk with the staff who have negative emotions and try to address the source of the problem. And also need her to treat every employee fairly. In this way, she maybe will enhance the quality of LMX. And try her best to narrow the gap between two group.
对于第一个问题，群内追随者比群外追随者从领导者那里获得更多的信息、影响力、信心和关注，因此，群外成员没有机会与经理沟通，经理也不会浪费时间与成员一起贡献高质量的LMX。在那之后，苏珊和我们之间的关系会更糟。这个问题的解决方案苏珊应该花更多的时间与有负面情绪的员工交谈，并努力解决问题的根源。还需要她公平对待每一位员工。通过这种方式，她可能会提高LMX的质量。并尽力缩小两组之间的差距。
To the second and third problem, Susan can use the strategies of interpersonal emotion management(IEM)In her case, she like to solve problems via strict task criteria instead of address why they have negative emotions. It makes a lot people resent her stance or complain her. Williams (2007) outlined four interpersonal emotion management strategies used to manage others’ emotions: situation modification, cognitive change, attentional deployment, and modulating the emotional response. (Gooty&Williams 2016) Hence, there are two kinds of solutions. In short-term, Susan can use attentional deployment in this case study. Attentional deployment involves distracting attention away from the elements of a situation. Susan can use humor distracting the follower in order to induce more positive emotions.it will reduce negative emotions over a period of time. By using this strategy, leader does not alleviate source of negative emotion in the environment. Meanwhile even though followers feel good at that time, after a few days or several times, they will feel leaders ignored their emotion and also not be concerned. Gooty&Williams(2016) suggest Attentional deployment is a kind of emotion-focused IEM. And it will negatively relate to LMX. In this way, Susan just could use it during a period of time. In contrast, she can use situation modification or cognitive change in long-term. In her case, she has to change her mind, she can address why the staff do not want to attend the meeting and try to fix the problem by communicate with who has negative emotions. On the other hand, she also can courage the depress staff, show them the situation in a positive light, and everything will be better day by day. In both way, they are problem-focused strategy. Leader who use these strategies should attain 3 main points: met role expectations of the leader, create an attribution of benevolence, emotion rich communication in the relationship. After that, followers’ obligation is created, followers will fell their leader care about them and is watching out of them, and validated and promote open communicate of follower’s thought. Thus, LMX is enhanced, the core of IEMS is formed, the stage for the relationship better is set. (Gooty&Williams 2016)
对于第二个和第三个问题，Susan可以使用人际情绪管理策略。在她的情况下，她喜欢通过严格的任务标准来解决问题，而不是解决他们为什么会有负面情绪。这让很多人对她的立场感到不满或抱怨。Williams概述了四种用于管理他人情绪的人际情绪管理策略：情境调整、认知变化、注意力部署和调节情绪反应。因此，有两种解决方案。在短期内，苏珊可以在这种情况下使用注意力部署。注意力的部署涉及到将注意力从一种情况的要素上分散开。苏珊可以用幽默来分散追随者的注意力，从而引发更多积极的情绪。这将在一段时间内减少负面情绪。通过使用这种策略，领导者并不能缓解环境中负面情绪的来源。同时，即使追随者当时感觉良好，但几天或几次之后，他们会觉得领导者忽视了他们的情绪，也不会关心他们。Gooty&Williams认为，注意力部署是一种以情绪为中心的IEM。它将与LMX产生负面影响。这样，苏珊就可以在一段时间内使用它。相反，她可以长期使用情境改变或认知改变。在她的情况下，她必须改变主意，她可以解决员工不想参加会议的原因，并试图通过与有负面情绪的人沟通来解决问题。另一方面，她也能鼓舞沮丧的员工，以积极的态度向他们展示情况，一切都会一天比一天好。从这两方面来看，它们都是以问题为中心的策略。运用这些策略的领导者应该达到三个要点：满足领导者的角色期望，创造仁爱的归因，在关系中情感丰富的沟通。在这之后，追随者的义务就产生了，追随者就会成为他们的领导者，关心他们，关注他们，并验证和促进追随者思想的公开交流。因此，LMX得到了增强，IEMS的核心得以形成，为关系的改善奠定了基础。
Question3:问题3
Susan’s leader style is quite conform with Transactional Leadership. In this kind of leadership have two factors: Contingent reward and Management-by-exception. Contingent reward is an exchange process between leaders and followers in which effort by followers is exchanged for specified rewards. (Northouse 2017, p171) In Susan’s case, staff by improving the efficiency for more opportunities or appreciated from general manager. Management-by-exception It is leadership that involves corrective criticism, negative feedback, and negative reinforcement. (Northouse 2017, p171) S
