Emotional labor refers to the work that involves managing emotions during interactions with others to achieve professional goals. In the workplace, employees may use this type of labor daily to manage their own emotions, as well as the emotions of others.
Many may not even realize when they are engaging in emotional labor, as it has become normalized as a part of job expectations. However, over time it can wear on individuals, leading to burnout and emotional exhaustion. So what does this mean for employees and employers? Consider the following:
- To effectively prevent burnout from occurring due to emotional labor, employers must acknowledge its existence and actively work to reduce its impact on employees. This means understanding the types of emotional labor expected of them and their employees and setting clear boundaries around the amount of emotional labor required.
- For employees, this means developing self-awareness, seeking support, and actively managing their emotional well-being to maintain a healthy work-life balance. By gaining insight into emotional labor and its effects, employees can take charge of their mental health and build resilience to prevent burnout.
Continue reading to gain a deeper understanding and practical strategies that empower everyone to emotionally thrive in demanding work environments.
Types of emotional labor
Two main types of emotional labor can occur in the workplace:
- Surface acting: Involves faking emotions and presenting a contrived front to others, usually to comply with social norms or job requirements. Customer service representatives may use this when dealing with unhappy customers.
- Deep acting: Individuals work to genuinely transform their emotions to align with desired emotional displays. For instance, nurses may convey empathy with patients that are experiencing a lot of pain.
Both types of emotional labor can be emotionally taxing and lead to burnout if done consistently over a long period. Other forms of emotional labor include:
- Refereeing disputes between colleagues;
- Managing customer expectations;
- Managing emotions during stressful situations.
While not always obvious, emotional labor is necessary for many workplace interactions.
Emotional Labor vs. Emotional Intelligence
Two terms typically come up frequently when discussing managing emotions in the workplace: emotional intelligence and emotional labor. Emotional intelligence refers to a person’s ability to recognize and manage emotions, while emotional labor is about the workplace requirement to display specific emotions.
The former refers to a job requirement, whereas the latter is a personal ability. For example, a customer service representative may need to display empathy and patience with customers as part of their job. However, they must also have the emotional intelligence skills to manage their emotions effectively.
How emotional labor shows up in the workplace
Emotional labor is a part of many job roles and can manifest in various ways. Here are a few examples:
- “Service with a smile”;
- Teaching and mentoring;
- Managing client expectations;
- Dealing with workplace conflict;
- Maintaining a professional demeanor;
- Providing emotional support to coworkers.
Emotional labor occurs frequently — often without us realizing it.
Emotional labor and gender
Emotional labor expectations are often gendered due to societal norms and stereotypes that influence our perception of how different genders should express and manage their emotions. This can create unique challenges and burdens for employees of all genders.
There are many examples of how gender can influence emotional labor expectations in the workplace. Here are a few:
Women:
- Are often expected to perform more emotional labor in the workplace, both because of societal expectations about their roles and the types of jobs they are more likely to occupy. These expectations can lead to women being disproportionately tasked with “office housework.”
- In customer-facing roles, they may be more likely to be expected to express warmth and empathy.
Men:
- Are often socialized to suppress their emotions, which can create challenges when their roles require emotional labor. They may struggle to express empathy or provide emotional support, particularly if they perceive these behaviors as undermining their masculinity.
- Professionals requiring high degrees of emotional labor, such as nursing or social work, may also face stigma or discrimination. At the same time, men can also face unique pressures in roles where emotional suppression is the norm, such as in many high-level corporate jobs or physically demanding trades.
Non-binary and transgender employees:
- Non-binary and transgender employees may face unique challenges related to emotional labor. They may be expected to perform emotional labor in ways that align with their perceived gender rather than their actual gender identity, creating additional stress and discomfort.
- Transgender individuals may also be disproportionately expected to educate others about gender issues, which can be a significant form of emotional labor.
Employers need to be aware of these dynamics and work to mitigate their effects.
Emotional labor and diversity in the workplace
Beyond gender, emotional labor expectations in the workplace can also fluctuate based on race, ethnicity and culture. This is because different cultures and communities may have different norms for expressing emotion and different expectations for handling emotions.
Understanding the unique experiences of marginalized groups
Marginalized groups often experience emotional labor in unique and sometimes intensified ways due to systemic bias, discrimination and lack of representation. These can manifest in several ways:
- Different cultures have different norms and expectations around emotional expression, which can influence how emotional labor is perceived and performed in the workplace.
- Racial and ethnic stereotypes can shape expectations for emotional labor. For instance, people of color might be expected to constantly adjust their emotions to fit into predominantly white workspaces, a process known as “code-switching.”
- In customer-facing roles, employees may need to perform more emotional labor when interacting with customers with biases or prejudices. This can include having to manage their reactions to microaggressions or overt discrimination.
- Employees of a marginalized community in the workplace often have to manage the emotional labor of navigating bias, discrimination or a lack of inclusivity.
- Employees with intersecting identities (for example, a person who is both a woman and a person of color) may face compounded emotional labor.
Employers must recognize these differences among their employees to cultivate inclusive environments.
Emotional labor and burnout
Emotional labor and burnout are closely linked, and understanding this connection is critical to addressing mental health in the workplace. Here’s a deeper look into how your job can impact your mental health:
- Continuous self-regulation and suppression of your emotions can lead to feelings of detachment and reduced professional efficacy, two key components of burnout.
- Consistently presenting emotions that may not align with one’s true feelings can lead to a sense of inauthenticity and internal conflict.
- Those who bear a larger share of emotional labor in the workplace— whether due to their role, gender, or other factors — are at greater risk of experiencing burnout.
- When employees feel that their efforts aren’t recognized or valued, they may have decreased job satisfaction, increased stress, and, over time, burnout.
Beyond burnout, chronic stress and exhaustion from emotional labor can lead to various mental health issues, including depression and anxiety. Additionally, burnout can contribute to physical health problems, such as headaches, digestive issues and sleep disturbances.
Strategies to manage emotional labor
To prevent burnout from occurring, there are a few practical strategies for managing emotional labor in the workplace, such as:
- Practicing mindfulness techniques to stay aware of your emotional state and respond appropriately.
- Using stress-management techniques, such as deep breathing exercises or meditation.
- Learning communication skills to assert your needs and set boundaries with colleagues.
- Incorporating self-care practices into your daily routine.
These techniques are mainly small daily changes you can make as an employee. However, for lasting change to occur, employers must use more techniques to even out the emotional labor and lessen expectations in the workplace.
Creating a supportive workplace culture
Creating a supportive workplace culture is essential for managing emotional labor. Organizations should prioritize initiatives such as mental health days, flexible work schedule, and regular check-ins with employees. Other strategies, such as Employee Assistance Programs and workplace training, can also be beneficial.
Addressing emotional labor in organizational policies
Organizations should also consider incorporating emotional labor into their policies. This can include offering ideas for addressing emotional labor, such as flexible work schedules, increased pay or benefits, or training. Additionally, employers should recognize and reward employees engaging in emotional labor and provide resources to help them manage.
Seek help outside of the workplace
If your emotional labor is becoming too much, seeking help outside the workplace may be beneficial. Therapy sessions can provide an outlet for discussing and processing emotions in a safe and supportive environment. If you’re experiencing trouble managing more severe symptoms, seeing a psychiatrist or talking with a psychologist can help.
Emotional labor can be a challenging but essential part of many jobs. By acknowledging the differences in emotional labor, creating supportive workplace cultures, and seeking help outside of work, individuals can better manage their own emotional labor and prevent burnout.