Edited by Neal M. Ashkanasy and Cary L. Cooper
Stéphane Côté, Sue Moon and Christopher T.H. Miners* Introduction Emotion regulation is currently a hot topic in organizational behavior, but the interest in the role of emotion regulation at work is relatively recent. It was not until the publication of Hochschild’s (1983) The Managed Heart that organizational researchers paid signiﬁcant attention to it. Mostly qualitative studies were published in the late 1980s and early 1990s. This was followed by an increasing number of empirical studies in the late 1990s and early 2000s. This research has taught us a lot, but the ﬁeld of emotion regulation at work is still in its infancy. The goal of this chapter is to review some of the most important recent developments and to describe important future directions for the ﬁeld. This chapter is organized as follows. We ﬁrst deﬁne emotion regulation and describe the conceptually important types of emotion regulation. We then review the studies that examined how emotion regulation is associated with two main outcomes: work strain and job performance. We describe the conceptual mechanisms that researchers have invoked to explain these associations. Finally, we discuss six major potential future directions. Our hope is that this chapter will be useful to guide future research aimed at advancing our knowledge of emotion regulation at work. Deﬁnition of emotion regulation Emotion regulation refers to the behaviors aimed at increasing, maintaining, or decreasing one or more components of an emotion (Gross, 1999). The components that can be regulated are identiﬁed...
You are not authenticated to view the full text of this chapter or article.