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14 - The Mindful Emotion Management Framework

How Mindfulness Helps Employees Manage Emotions through Reactivity, Regulation, and Reappraisal

from Part II - Workplace Affect and Individual Worker Outcomes

Published online by Cambridge University Press:  25 June 2020

By
Jochen Reb  and
Theodore C. Masters-Waage
Edited by
Liu-Qin Yang ,
Russell Cropanzano ,
Catherine S. Daus  and
Vicente Martínez-Tur
Liu-Qin Yang
Affiliation:
Portland State University
Russell Cropanzano
Affiliation:
University of Colorado
Catherine S. Daus
Affiliation:
Southern Illinois University Edwardsville
Vicente Martínez-Tur
Affiliation:
Universitat de València, Spain
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Summary

We may be living in a free-market economy, but that does not mean we are encouraged to express our emotions freely and authentically in organizations. Instead, societal and organizational norms, behavioral expectations (especially in customer service interactions), and even political considerations (e.g. laughing at a boss’s boring joke) put employees’ emotional resilience to the test. Thus how well employees can regulate, or manage, their emotions has implications for their performance and well-being at work and, given that work tends to occupy a central role in most adults’ lives, also for their effectiveness and well-being overall (Weiss & Cropanzano, 1996). In this chapter, we attempt to synthesize recent research on the role of mindfulness in emotion regulation by developing an integrative mindful emotion management framework.

Type
Chapter
Information
The Cambridge Handbook of Workplace Affect , pp. 185 - 199
Publisher: Cambridge University Press
Print publication year: 2020

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