Emotion Regulation at Work Employees and Leaders’ Perspectives (original) (raw)
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Emotion regulation at work (manuscript - edited version)
Work organizations consist of people, and people are beings guided not only by rational cognitive processes but also by emotions and seemingly irrational motives based on affect. This chapter elucidates the matter of intra-and interpersonal emotion regulation at work through the prism of employees and their leaders. It provides a critical overview of multiple aspects of the topic (e.g., emotional demands placed on employees and how they cope with them; emotional intelligence, sides of leadership and their effects, etc.), outlining their importance in terms of subjective wellbeing in the workplace and objective performance on the job as well as contemporary theoretical frameworks. This chapter helps readers to understand conscious and subconscious processes of regulating own and others' emotions in occupational settings and explain various subsequent outcomes for organizations and their employees. Strategies to deal with disruptive behavioural or cognitive patterns are also presented.
Research in Occupational Stress and Well-being, 2011
Research in industrial and organizational psychology demonstrates that the regulation of negative emotions in response to both organizational stressors and interpersonal workplace interactions can result in functional and dysfunctional outcomes . Research on the regulation of negative emotions has additionally been conducted in social psychology, developmental psychology, neuropsychology, health psychology, and clinical psychology. A close reading of this broader literature, however, reveals that the conceptualization and use of the term ''emotion regulation'' varies within each research field as well as across these fields. The main focus of our chapter is to make sense of the term ''emotion regulation'' in the workplace by considering its use across a broad range of psychology disciplines. We then develop an
Emotions in workplaces are hot topics in management today. Leading business journals such as Fortune and Harvard Business Review have featured articles on emotional intelligence. But there is more to emotions in the workplace than just emotional intelligence. The aim of this journal is to acquaint managers with intriguing new research that examines both emotional intelligence and the broader issue of emotion, which has been shown to play a powerful role in workplace settings. Trying to show that this research has a strong potential for practical application in organizations within many broad human-resource functions such as selection, performance management, and training, as well as implications for more narrow domains like customer service. Although the experience of work is saturated with emotion, research has generally neglected the impact of everyday emotions on organizational life. Further, organizational scholars and practitioners frequently appear to assume that emotionality is the antithesis of rationality and frequently hold a pejorative view of emotion. This has led to four institutionalized mechanisms for regulating the experience and expression of emotion in the workplace: (1) neutralizing, (2) buffering, (3) prescribing, and (4) normalizing emotion. In contrast to this perspective, we argue that emotionality and rationality are interpenetrated, emotions are an integral and inseparable part of organizational life, and emotions are often functional for the organization. This argument is illustrated by applications to motivation, leadership, and group dynamics.
International Journal of Management Reviews, 2017
Employees need to regulate their own emotions as well as the emotions of others to enhance the quality of interactions with their colleagues. How well this is achieved has important outcomes for both employees and the organisations in which they work. In the field of organisational science, however, differing approaches have emerged regarding the conceptualisation and operationalisation of emotion regulation (ER) particularly in terms of interpersonal interactions. In the present review, we examine contemporary theoretical perspectives of ER and its measurement with a view to resolving the confusion that currently exists around interpersonal ER in a workplace context. To understand how this field of research has developed so diversely, we begin by demonstrating the influence of three major individual-level ER models on interpersonal-level approaches: (1) the ER process model; (2) emotional labor and (3) emotional intelligence. Moreover, to make sense of the range of interpersonal-level research underpinned by these theories, we present a 2 x 2 categorisation, developed by Zaki and Williams (2013), that shows how workplace researchers have variously approached interpersonal ER as an intrinsic versus extrinsic process, with activation of either response-dependent or response-independent categories. This categorisation broadly shows interpersonal ER theory utilised in work contexts tends to fall into four groupings as: (1) a purely extrinsic process, (2) a differentiation of extrinsic interpersonal from intrinsic individual ER, (3) co-occurring intrinsic and extrinsic interpersonal ER, or (4) interpersonal coregulation. We also discuss the measurement of interpersonal ER and conclude by highlighting emerging research directions.
The Experience, Expression and Management of Emotion at Work
Psychology at Work Edited by P. Warr, 2002
Emotions are intrinsic to everyday experience inside and outside work, both colouring experience and shaping behaviour. Three key aspects of emotion that influence well-being and behaviour at work will be considered here: emotional experiences (such as feeling angry, embarrassed, excited or proud), the ways in which people express their emotions, and the ways in which they manage their own and other people's emotions.
The emerging role of emotions in work life: An introduction
2000
Summary Research into the role that emotions play in organizational settings has only recently been revived, following publication in 1983 of Hochschild's The Managed Heart. Since then, and especially over the last five years, the tempo of research in this field has stepped up, with various initiatives such as conferences and e-mail discussion lists playing significant roles. This Special Issue is another initiative in this genre.
Emotions Management within Organizations
Emotions management in organizations is meant to habilitate the employees in administrating the emotional resources aiming at the correct adaptation to the organizational environment and the necessities in the work activity. The study of emotions in organizations has the purpose to know and optimize the employees' emotional condition. The efficient leaders are interested in administrating the emotions, being aware of and capable to revaluate the factors which positively activate the employees emotional life. Emotions management is accomplished at two more important levels: personal level or subjective (represented by the person's self-control capacity, the emotional intelligence, the ability to administrate the positive and negative emotions) and an interpersonal or social level, centered upon settling the emotional changes between employees and leaders, between employees and clients. From their settling into the practice point of view, the increase in the work performance and the benefits brought to the organizational environment, the concepts by which emotions management is accomplished/operate (positive emotions and negative emotions, emotional intelligence, emotional self-control, emotional labour etc.), this issue presents greater interest both for theorists and for the real doers/practitioners. Introduction: The present paper is structured into five chapters. In the first chapter I presented briefly the scientific actual stage of the emotions in organizations research field and I made the inventory for three, for the more important reasons which explain why emotions represented in the past, neglected dimensions in the organizational psychology studies. In the second part I described a series of conceptual specifications concerning the emotions and I underlined/presented the emotional intelligence as a resource of the emotions management. In the third part I highlighted the main psychological processes which appear at the organizational group level: emotional activation, emotional contagion and the assigning processes. In the fourth part of my work I discussed two dimensions of the emotions management: emotional self-control and emotional labour. Chapter five presents conclusions of this paper.