On the flip side, this also means that, whenever we\u2019re going through any kind of a personal crisis<\/a>, we\u2019ll struggle to stay emotionally stable during work hours. Even when the reason we\u2019re feeling under the weather is job-related, we\u2019ll give our best not to show our emotions at work. <\/p>\n\n\n\n But, how should we manage our emotions in the workplace?<\/p>\n\n\n\n That\u2019s exactly what we\u2019re trying to explore in this blog post, by covering:<\/p>\n\n\n\n We can divide emotions at work into four categories:<\/p>\n\n\n\n We\u2019ll now explore each category in more detail.<\/p>\n\n\n\n The positive emotions list includes the following feelings:<\/p>\n\n\n\n According to the Quantum Workplace\u2019s research<\/a>, the most frequent positive emotions employees feel in the workplace are:<\/p>\n\n\n\n On the other hand, the negative emotions list includes the following feelings:<\/p>\n\n\n\n \ud83d\udca1 Clockify Pro Tip<\/strong> <\/p>\n\n\n\n Although it\u2019s categorized as a negative emotion, boredom can actually have positive effects on your productivity and creativity.<\/p>\n\n\n\n The aforementioned study from Quantum Workplace mentions these negative emotions as the most frequent ones employees feel:<\/p>\n\n\n\n According to Biljana Rakic<\/a>, our very own VP of Human Capital, instead of dividing emotions into positive and negative, we should distinguish between:<\/p>\n\n\n\n Here\u2019s how Biljana defines useful and useless emotions:<\/p>\n\n\n\n \u201c<\/em>Useful emotions<\/em><\/strong> are the ones that inspire us to be better at work or better at connecting with our colleagues.<\/em><\/p>\n\n\n\n Useless emotions <\/em><\/strong>are the ones that stand in our way of making any progress at work. These can even be happiness, excitement, or anger and rage.\u201d <\/em><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n\n\n\n She says that sometimes, we can even experience pleasant emotions \u2014 like excitement \u2014 and have such emotions make us unproductive, despite being pleasant. <\/p>\n\n\n\n In contrast, there are some less pleasant emotions \u2014 like shame \u2014 that can make us more productive, in a way. For example, we feel ashamed when we do something that isn\u2019t aligned with moral, social, or professional values in the workplace. This shame we feel also inspires us not to make the same mistake again and to be better in the future.<\/p>\n\n\n\n Biljana elaborates:<\/p>\n\n\n\n \u201cEmotions can be unpleasant, and at the same time, they can imply good things. On the other hand, emotions can be pleasant, and simultaneously, they\u2019ll make us unproductive at work.\u201d<\/em><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n\n\n\n Here are some more examples.<\/p>\n\n\n\n We can feel angry when we get an assignment we believe<\/em> is below our level of qualifications. <\/p>\n\n\n\n Or, we can feel anxious when a manager gives us a task we feel <\/em>is way above our level of qualifications. <\/p>\n\n\n\n But, as Biljana suggests, fear is what helps us not make a mistake. At the same time, when managers believe we have what it takes to do such a task, they support us in getting out of our comfort zone. <\/p>\n\n\n\n Another way psychologists divide emotions is by their intensity \u2014 so there are:<\/p>\n\n\n\n For example, positive emotions with high intensity<\/strong> are:<\/p>\n\n\n\n On the other hand, positive emotions with low intensity<\/strong> are:<\/p>\n\n\n\n Here are some negative emotions with high intensity<\/strong>:<\/p>\n\n\n\n In opposition, negative emotions with low intensity are<\/strong>:<\/p>\n\n\n\n It\u2019s interesting to point out that different cultures have different preferences when it comes to the intensity of emotions. <\/p>\n\n\n\n Namely, as one study on Affect Valuation Theory<\/a> suggests, European Americans like to feel \u201cexcited states<\/strong>\u201d \u2014 i.e. excitement, enthusiasm, and elation. <\/p>\n\n\n\n In contrast, Hong Kong Chinese prefer \u201ccalm states<\/strong>\u201d \u200b\u200b\u2014 i.e. calm, peacefulness, and serenity, more than European Americans.<\/p>\n\n\n\n Elliot Berkman, professor of psychology at the University of Oregon, mentions in one HBR article<\/a> that she conducted the study with Jeanne Tsai of Stanford University. <\/p>\n\n\n\n In this survey, they wanted to find out why Americans prefer high-intensity emotions. The results showed that Americans believe that high-intensity emotions are vital if you want to succeed<\/em> \u2014 i.e. to lead or influence. <\/p>\n\n\n\n So, they even adjust the language they use in the workplace when describing the achievement of goals to reflect these emotions. For instance, they use phrases like:<\/p>\n\n\n\n As you can see, even the language we use can imply our preferred state of emotions at work. <\/p>\n\n\n\n The problem with high-intensity emotions is that, as Berkman claims, they are physiologically demanding<\/strong>. <\/p>\n\n\n\n And, the interesting thing is that both negative and positive emotions with high intensity are physiologically taxing. <\/p>\n\n\n\n For example, excitement is linked with \u201cphysiological arousal<\/em>\u201d, which activates our sympathetic (fight-or-flight) system. <\/p>\n\n\n\n So, whether we are excited (positive) or angry (negative), we\u2019ll experience the same physiological arousal \u2014 for instance, our heart rate gets higher. <\/p>\n\n\n\n Thus, Berkman suggests that calm activities are important in all aspects of our lives. Dedicating some time to such activities will restore our health and well-being. <\/p>\n\n\n\n Biljana adds that, from her experience, high-intensity emotions can be tiring for us, especially in the long run.<\/p>\n\n\n\n \u201cWhat would happen if you were constantly hyped? How long would you be able to go on? Especially if you\u2019re not the kind of person who\u2019s used to experiencing intense emotions.\u201d<\/em><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n\n\n\n She suggests that we should strive to achieve contentment \u2014 a state that is usually intertwined with happiness, accomplishment, success, and anticipation. <\/p>\n\n\n\n Such states and such emotions are not too intense, so they won\u2019t prevent us from being productive.<\/p>\n\n\n\n \u201cWhen we analyze the intensity of traumatic events and how they affect our mental health, we can see that diverse life events, such as childbirth, a divorce, or moving, are similar in intensity. And, we all love experiencing high-intensity emotions because they\u2019re fun \u2014 but they\u2019re not good in the long run.\u201d<\/em><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n\n\n\n In a way, Biljana says that we can link high-intensity emotions with emotional labor. She adds that communicating with our coworkers is a type of emotional investment that can make us tired. <\/p>\n\n\n\n Researchers Howard Weiss and Russell Cropanzano created the Affective Events Theory (AET)<\/strong><\/a> <\/strong>\u2014 the theory that explains the connection between emotions, attitudes, and behavior at work.<\/p>\n\n\n\n According to their findings, there are 6 kinds of emotions in the workplace:<\/p>\n\n\n\n The AET explains that different events that occur at work influence different emotions in employees. <\/p>\n\n\n\n As per this theory, diverse emotions can encourage employees to take action. The action can manifest as:<\/p>\n\n\n\n Liz Fosslien, author and illustrator, talks about embracing emotions at work in one of the videos<\/a> from TED\u2019s series The way we work<\/em>. <\/p>\n\n\n\n She highlights that, when it comes to emotional expression, there are two types of people in the workplace:<\/p>\n\n\n\n Fosslien adds that we shouldn\u2019t behave like either of these categories, but rather find a balance between the two extremes.<\/p>\n\n\n\n She talks about the importance of selective vulnerability<\/strong> \u2014 expressing your emotions, and at the same time, thinking about the psychological safety of your colleagues. <\/p>\n\n\n\n So, how does this work in practice?<\/p>\n\n\n\n Here are some ways to practice selective vulnerability:<\/p>\n\n\n\n Apart from these suggestions, Fosslien also adds that it\u2019s vital to read the room. If you notice that one of your colleagues is exhausted due to working long hours<\/a>, be sure to show some empathy. <\/p>\n\n\n\n For instance, ask your manager to postpone a team meeting for a day, so that your colleague has more time to finish work. <\/p>\n\n\n\n When it comes to managing emotions in the workplace, it\u2019s crucial to point out the importance of psychological well-being. <\/p>\n\n\n\n The term \u201cpsychological well-being<\/strong>\u201d refers to an individual\u2019s emotional health and overall functioning. <\/p>\n\n\n\n But, what does psychological well-being mean in the workplace? And, how can you achieve it?<\/p>\n\n\n\n We asked Dr. Jack Wiley<\/a> \u2014 Ph.D., an award-winning organizational psychologist, researcher, and leadership consultant.<\/p>\n\n\n\n According to Dr. Wiley, to achieve psychological well-being in the workplace, people must meet three important needs.<\/p>\n\n\n\n \u201cThese are the needs for:<\/em><\/p>\n\n\n\n He adds that, when managers are attuned to these needs and provide employees with what they want, they enable their employees to thrive and achieve psychological well-being.<\/p>\n\n\n\n Dr. Wiley suggests some ways managers can help employees reach competence, relatedness, and autonomy. <\/p>\n\n\n\n According to Dr. Wiley, to help employees satisfy their need for competence, <\/em><\/strong>managers should communicate clear performance expectations. Dr. Wiley further explains:<\/p>\n\n\n\n \u201c[Managers should] praise the good work of their employees, reward their performance contributions with better pay, training and development opportunities, and demonstrate skill in helping employees solve work-related problems.\u201d<\/em><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n\n\n\n Now, when it comes to relatedness<\/strong>, Dr. Wiley claims that managers need to show support and understanding. He also adds:<\/p>\n\n\n\n \u201c[Managers should] treat employees with dignity and respect, thank them for their good work, be fair, honest and trustworthy to enable the satisfaction of their employees\u2019 need for relatedness.\u201d<\/em><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n\n\n\n Finally, to help employees satisfy their need for autonomy<\/strong>, here\u2019s what Dr. Wiley suggests managers should do:<\/p>\n\n\n\n \u201cManagers should treat employees with dignity and respect by giving them the psychological space to choose how to do their work, and communicate clear performance expectations, thus defining the performance outcome.\u201d<\/em><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n\n\n\n Dr. Wiley also adds that managers who behave this way will increase employee motivation<\/a> and accelerate their performance. Besides, their employees will have high levels of employee engagement<\/a> and positive interpersonal team chemistry. <\/p>\n\n\n\n \ud83d\udca1 Clockify Pro Tip<\/strong><\/p>\n\n\n\n For more details on how to track employee performance and create performance standards in your company, check out the following articles:<\/p>\n\n\n\n Finally, let\u2019s go through some practical tips on how to manage emotions in the workplace.<\/p>\n\n\n\n We reached out to experts in the field of human resources, sociology, and psychotherapy, to hear their invaluable opinion.<\/p>\n\n\n\n We asked Biljana whether it\u2019s acceptable to show our emotions in the workplace, or if we should suppress them \u2014 especially when we\u2019re sad or angry.<\/p>\n\n\n\n She believes that depends on the company culture. <\/p>\n\n\n\n Namely, a healthy company culture supports expressing emotions \u2014 but these feelings shouldn\u2019t be high in intensity. <\/p>\n\n\n\n Biljana adds:<\/p>\n\n\n\n \u201cHow can we tell the intensity of our emotions? One way is <\/em>\u2014 <\/em>we shouldn\u2019t let emotions lead us, we should lead them<\/em><\/strong>.\u201d<\/em><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n\n\n\n For example, you\u2019re angry at a coworker and get into conflict with that person. <\/p>\n\n\n\n You do so because the emotion is still here, you still feel it. <\/p>\n\n\n\n After some time, you\u2019ll figure out that you said something hurtful while being angry, so you\u2019ll want to apologize to your coworker. <\/p>\n\n\n\n This means that the intensity of our emotions during the conflict was not appropriate.<\/p>\n\n\n\n So, this is how we know whether an emotion is appropriate at work:<\/p>\n\n\n\n \u201cIf we regret our actions, this indicates that the intensity of emotions is not appropriate for the workplace. Thus, we need to be able to figure out whether we\u2019re in tune with our feelings \u2014 if we feel good or not. It\u2019s also worth noting that <\/em>we shouldn\u2019t give feedback or make decisions<\/em><\/strong> while we\u2019re overwhelmed with intense emotions.\u201d<\/em><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n\n\n\n Another valuable piece of advice Biljana has shared with us is that companies shouldn\u2019t punish their employees for experiencing particular emotions<\/strong> \u2014 even when these emotions are anger or frustration. <\/p>\n\n\n\n She claims that company culture should encourage employees to experience their emotions when needed, instead of suppressing them. <\/p>\n\n\n\n For instance, if you\u2019re furious after a meeting, you should be able to take a moment for yourself and go for a brief walk. This way, you\u2019ll allow yourself to feel this anger \u2014 and, after a while, let this anger go away. In turn, as other coworkers likely aren\u2019t experiencing the same emotions as you currently are, you won\u2019t risk upsetting them. <\/p>\n\n\n\n It\u2019s also important not to suppress your emotions because emotions always convey particular messages, as Biljana claims:<\/p>\n\n\n\n \u201c<\/em>Anger <\/em><\/strong>is always a request for a change of behavior. <\/em>Rage <\/em><\/strong>implies losing control. For instance, when parents yell at their children \u2014 they do so because they\u2019re losing control.\u201d<\/em><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n\n\n\n\n
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<\/figure>\n<\/div>\n\n\nWhat are the types of emotions at work?<\/h2>\n\n\n\n
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Positive and negative emotions in the workplace<\/h3>\n\n\n\n
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Useful and useless emotions in the workplace<\/h3>\n\n\n\n
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High-intensity and low-intensity emotions in the workplace<\/h3>\n\n\n\n
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The problem of high-intensity emotions in the workplace<\/h4>\n\n\n\n
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Types of emotions according to the Affective Events Theory<\/h3>\n\n\n\n
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What is selective vulnerability and how does it affect work?<\/h2>\n\n\n\n
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How to achieve psychological well-being in the workplace?<\/h2>\n\n\n\n
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Tips for accomplishing competence, relatedness, and autonomy<\/h3>\n\n\n\n
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How to manage emotions in the workplace<\/h2>\n\n\n\n
Tip #1: Don\u2019t let emotions lead you \u2014 you lead them<\/h3>\n\n\n\n
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Tip #2: Nurture a company culture that encourages expressing emotions<\/h3>\n\n\n\n
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