Abstract
Organisations 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, outlining their importance in terms of subjective wellbeing in the workplace and objective performance at work as well as contemporary theoretical frameworks and empirically-based practical solutions. It helps readers to understand conscious and subconscious processes of regulating own and others' emotions in occupational settings, and the authors explain various subsequent outcomes for organisations and their employees.
TopEmployees’ Perspective On Emotion Regulation
Contemporary jobs and workplaces face employees with various occupational stressors, an important group of which is presented by affective demands at work, i.e., the existing social rules of emotion manifestation also known as ‘feeling rules’ that require individuals to exert sustained emotional effort in order to perform their work-related tasks to the desired standard. However, this involves a process of emotion regulation that can have a profound and sometimes detrimental impact at individual, group (team) and organisational levels.
Key Terms in this Chapter
Toxic Leaders: Leaders that are disruptive by behavior.
Emotional Labour: The need to suppress one’s emotions to fulfill specific job.
Feeling Rules: The way how people try or try not to feel in ways, relevant to the specific situation.
Compassionate Leaders: Leaders who take care for the welfare of their employees.
Psychological Flexibility: Being aware of the present moment, showing self-awareness of all the emotions, sensations, and thoughts, welcoming them, including the undesired ones, and moving towards a behavior to follow your chosen values.
Emotional Intelligence: The ability to understand, manage emotions and show empathy to others.
Identity Leadership: Leaders who identify with group they belong to.
Harassment: Workplace violence, that is abusive and insulting for employees.
Emotional Contagion: The tendency people who observe other’s emotions and behavior to copy them.
Narcissistic Leader: The leader who wants to be admired and ignored the needs of other people.