000			02202nam a22001577a 4500
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100			_aBradley, C., Greer, L. and Sanchez-Burks, J. _956551
245			_aWhen your employee feels angry, sad, or dejected
260			_aHarvard Business Review
300			_a102(4), Jul-Aug, 2024: p.76-83
520			_aDealing with the negative emotions of employees isn’t easy, but knowing what to do or say can make a huge difference to their well-being, the quality of your relationships with them, and team performance. The trouble is, many leaders fail to respond at all because they think discussing emotions at work is unprofessional or worry they don’t have the right to intervene in personal matters. That’s a mistake. Research shows that teams whose leaders acknowledge members’ emotions perform significantly better than teams whose leaders don’t. In this article the authors offer a road map for providing employees emotional support. The right response depends heavily on context, in particular, whether someone (1) is working on a time sensitive goal and (2) seems to be coping. Sometimes you have to intervene quickly; sometimes you should simply validate the employee’s feelings; sometimes you should validate and then offer advice; and sometimes you should give the person space and time. You need to assess each situation carefully and avoid the tendency to always jump in with solutions, bearing in mind that employees may not expect you to fix things; they may just need to be heard. Reproduced https://hbr.org/2024/07/when-your-employee-feels-angry-sad-or-dejected
650			_aEmotional support, Leadership response, Negative emotions, Workplace empathy, Team dynamics, Employee well-being, Managerial intervention, Contextual leadership, Time-sensitive goals, Coping assessment, Validation, Active listening, Psychological safety, Emotional intelligence, Organizational performance, Professional boundaries, Empathetic leadership, Managerial discretion, Supportive communication, Non-intrusive guidance _956552
773			_aHarvard Business Review
906			_aEMPLOYEE RELATIONS—MENTAL HEALTH SUPPORT
942			_cAR