It is well recognized that emotions support adaptation to environmental demands by guiding cognitions and behavior in line with one’s implicit and explicit goals. This is true in the work context, as in other areas of life. Traditionally, however, research into emotion regulation within the work context has been centered on the problematic aspects of feeling and displaying emotion at work. In order to meet organizational goals, felt emotions need to be subdued or modified, and inauthentic emotions displayed. In this way, conceptualizations of work-related emotion regulation have disconnected emotion from its most basic and adaptive signal function. This disconnection has led to a dilemma regarding the real- and the fake-self and been associated with a range of negative consequences for employee health and well-being. Understanding how emotions can be regulated to help employees meet personal goals for growth and development has also been overlooked. In this chapter, we challenge this existing paradigm, and instead argue that examining emotion regulation in terms of its adaptive functions will help to unify disparate findings from within the emotion regulation literature and progress research in the field of emotion and emotion regulation at work.
Hayward, R.M. and Tuckey, M.R. (2013), "Emotional Boundary Management: A New Adaptive Approach to Emotion Regulation at Work", The Role of Emotion and Emotion Regulation in Job Stress and Well Being (Research in Occupational Stress and Well Being, Vol. 11), Emerald Group Publishing Limited, pp. 35-74. https://doi.org/10.1108/S1479-3555(2013)0000011006Download as .RIS
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