This exploratory study investigated perceptions of competent vs. contentious communication in the workplace as experienced by Clinical Research Professionals (CRPs) managing or coordinating clinical research. Qualitative data collected from a 90-min focus group interview were thematically analyzed using open and axial coding and constant comparison. Findings suggest CRPs associate contentious communication with uncertainty, stress, and emotional labor. Further, although many participants regularly utilize effective conflict and emotion management strategies, they lack confidence in both knowledge and efficacy of competent communication, stress management, and emotion management skills. Conclusions support revising “Wheel of Competencies” figure representing the Joint Task Force for Clinical Trial Competency framework. Study limitations and suggestions for future research and educational training are discussed.

As racialized and gendered structures, organizations can reinforce complex inequalities, especially with regard to emotional labor. While the literature on emotional labor is established, little is known about how race and sexual orientation shape feeling rule enforcement. Interviewing staff at university LGBTQ resource centers, we argue that feeling rules have a sexual orientation-based dimension and are experienced and enforced differently based on race. White LGBTQ staff find that they can express anger strategically to bring awareness to issues of race, but do not confront racism in their work for fear of alienating other Whites, which they believe would harm their center. LGBTQ staff of color experience organizational consequences for their anger, which is directed toward the racism they and students of color experience in the university. Lacking the credential of Whiteness (Ray 2019), staff of color find they cannot reach the benchmark set by Whites’ enthusiastic performance of emotional labor. These feeling rules operate in service of what James M. Thomas (2018) calls diversity regimes, which are performances of a benign commitment to racial equality, that retrench racial inequality by failing to redistribute resources along racial lines. By sanctioning anger toward the university—as an institution that reproduces racism—feeling rules have organizational consequences: Whites can advance through compliance and enthusiasm; staff of color are terminated or denied opportunities; and critiques of racism are silenced. While created to address diversity, LGBTQ centers are purposely not structurally positioned to radically shift resources in a way to combat racism, and feeling rules maintain these arrangements while allowing universities to claim a commitment to equality. These findings hold implications for broader concerns of racism, sexual orientation, and inequality within work organizations, especially manifestations of worker control within diversity work.

This paper examines the role of core self-evaluations (CSEs) in the relationships among emotional demands, emotional dissonance, and depersonalization. Data were collected from a non-random sample of 423 teachers who worked in primary, secondary, and higher education institutions. Results from structural equation modeling analysis showed that CSEs displayed both direct and indirect effects on depersonalization through employees' perceptions and reactions to emotional labor. Specifically, those individuals with more positive CSEs tended to perceive the emotional aspects of their job as less demanding, thus being less likely to experience emotional dissonance and, in turn, depersonalization. This research demonstrated that CSEs play a vital role in explaining employees' reactions to emotional labor and, therefore, their effects should be properly accounted for in future studies. Implications for practice and future lines of research are discussed in this paper.

Drawing on goal orientation theory, in this study, we examine how an individual's motivational approach relates to the use of two common emotional labor strategies: surface acting and deep acting. In addition, we examine the role of self-efficacy as a mediating mechanism through which different goal orientations are related to different emotional labor strategies. To test our hypotheses, 262 U.S. full-time working adults from a variety of service occupations were surveyed. Consistent with the predictions of goal orientation theory, our results show that learning-oriented service employees tend to use deep acting, while performance-oriented service employees use both emotional labor strategies. Our findings also show that emotional labor self-efficacy plays a mediating role in the relationship between motivational approach and emotional labor strategy use.

We extend the behavioral ethics literature to examining emotional labor as an antecedent to unethical behavior. We hypothesize that surface acting is positively associated with unethical behavior. In contrast, we produce competing hypotheses for the relationship between deep acting and unethical behavior. In Study 1, with a field sample of 123 full-time employees, surface acting was positively associated with unethical behavior, and emotional inauthenticity explained some of this relationship. In contrast, deep acting was not associated with unethical behavior. In Study 2, with a field sample of 117 full-time employees, we replicated the effect of surface acting in Study 1 and found a positive relationship between deep acting and unethical behavior via emotional inauthenticity. In Study 3, using a two-wave design, we replicated the results in Study 2 and found perceived fairness strengthens the relationship between surface acting and unethical behavior through emotional inauthenticity.

The double-bind hypothesis proposes that gender-based stereotypes of emotion expression exist, which effect how males and females are evaluated. Using videotapes depicting transactions between male/female employees and customers, the current study examined whether the double-bind hypothesis occurs within a service context. Participants (N = 141) who viewed a male and female service employee expressing friendly or non-friendly emotion evaluated the employees and rated their sincerity. Results provided partial support for the double-bind hypothesis. When service employees failed to express friendly emotion, the female was more negatively evaluated. However, evaluations and ratings of sincerity were not significantly different when both genders expressed friendly emotion. These findings suggest that employees occupy both work and gender roles, and expectations of each role will influence how their emotional expressions are evaluated. Gender of participants also effected service evaluations. Consistent with prior research, females focus more on the relational aspect of service than do males.

This epilogue reviews the highlights of the five articles in this special issue on emotions and coping with conflict. It develops 12 research areas that offer potential for future research breakthroughs. These areas link the five articles to core concepts in emotional intelligence/competencies and Affective Events Theory. Particular attention is given to empathy, the ability to recognize emotions in others, and the ability to express one's own emotions. These three variables are related to moods and job performance, leadership, emotional labor, trust, work-family conflict, and stress. These five articles, together with the 12 promising research areas, suggest practical ways to help employees and organizations cope with conflict in the workplace.

Employees‘ perceptions of the emotional requirements of their work role are considered a necessary antecedent of emotion work. The impact of these requirements on the emotions employees display, their well-being, and their clients' satisfaction has been explored in previous research. Emotional requirements have been characterized as organizationally-based expectations (e.g., Brotheridge & Lee, 2003), formal and informal organizational rules (e.g., Cropanzano, Weiss & Elias, 2004), occupational norms (e.g., Rafaeli & Sutton, 1987; Smith & Kleinman, 1989) and job-based demands (Brotheridge & Lee, 2002). Although all these definitions assume some kind of shared source for perceptions of emotional requirements, it remains unclear to what extent these different sources contribute and to what extent the requirements are shared by different units, teams and individuals in the organization. The present study analyses the perception of emotional requirements from a survey of ninety-seven Primary Health Care teams composed of general practitioners, nurses and administrative staff (N = 1057). The relative contribution of different sources of variance (team, organizational, and occupational) to perceived emotional requirements and the effects on employees’ job satisfaction and well being are examined. Results confirm the relevance of the source and show the contribution of emotional demands to prediction of emotional exhaustion and job satisfaction levels.