Developing Employee Resilience: The Role of Leader-Facilitated Emotion Management

IF 3.1 Q1 INDUSTRIAL RELATIONS & LABOR
E. Richard
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引用次数: 15

Abstract

The Problem To create resilient organizations, Human Resource Development (HRD) must foster the conditions (both internal and external to the employee) that enable learning and development in the face of adversity. Yet the experience of adversity produces intense negative emotions that threaten learning and development. Resilience building programs typically focus on building resources internal to the worker (e.g., self-efficacy, optimism) as a means of buffering against the negative effects of future stressors, but considerably less focus is placed on supporting others in their attempts to cope. Additionally, the role of leadership in promoting follower resilience has received limited attention. The Solution This article begins by summarizing the role of emotion and emotion regulation in recent literature on employee resilience. Toward that goal, a literature search was conducted for reviews and theoretical models of employee resilience published in peer-reviewed journals over the past 10 years. Next, emerging scholarship on interpersonal emotion management (IEM) is introduced, with a focus on its application in work and leadership contexts. The argument is made that leaders are in a unique position to promote resilience in their followers, through the promotion of positive emotional states and through the mitigation of the negative emotional states that accompany adversity. As such, developing IEM skills in both resilience training and leadership development programs should increase employee resilience. The Stakeholders Leaders, scholars, and HRD professionals interested in promoting employee resilience and developing effective leaders will benefit from this application of interpersonal emotion management concepts to the topic of employee resilience.
培养员工适应力:领导者促进情绪管理的作用
问题为了创建有韧性的组织,人力资源开发(HRD)必须创造条件(员工内部和外部),使其能够在逆境中学习和发展。然而,逆境的经历会产生强烈的负面情绪,威胁学习和发展。韧性建设项目通常侧重于建立员工内部的资源(如自我效能感、乐观主义),作为缓冲未来压力源负面影响的一种手段,但对支持他人应对的关注要少得多。此外,领导在促进追随者复原力方面的作用受到的关注有限。解决方案本文首先总结了最近文献中情绪和情绪调节对员工韧性的作用。为了实现这一目标,对过去10年中发表在同行评审期刊上的员工韧性的评论和理论模型进行了文献检索。接下来,介绍了新兴的人际情绪管理学术,重点介绍了其在工作和领导环境中的应用。有人认为,领导者处于一个独特的地位,可以通过促进积极的情绪状态和缓解伴随逆境的消极情绪状态来提高追随者的韧性。因此,在应变能力培训和领导力发展计划中培养IEM技能应能提高员工的应变能力。利益相关者领导者、学者和人力资源开发专业人员对提高员工韧性和培养有效的领导者感兴趣,他们将受益于人际情绪管理概念在员工韧性主题中的应用。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Advances in Developing Human Resources
Advances in Developing Human Resources INDUSTRIAL RELATIONS & LABOR-
CiteScore
6.40
自引率
6.50%
发文量
18
期刊介绍: Advances in Developing Human Resources is a bi-monthly journal whose single issues explore and examine discrete topics. These single issues (or "back issues," once the subsequent issue is published) are available individually or in quantities for use in a classroom or training environment. Balancing practice, theory, and readability, each issue is devoted to important and timely topics related to the development of human resources. The content of the journal spans the realms of performance, learning, and integrity within an organizational context. Readable and relevant to practitioners, each issue is grounded in sound research and theory and edited by a top scholar in the field.
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