Emotions and Employee- Supervisor Relationships

The lived experience of Women Professionals

A Phenomenological Study

Dr. Jeanette KerstenUniversity of Wisconsin, Stout

06-17-11

“The way people talk about their lives is of significance, the language that they use and the connections they make reveal the world that they see and in which they act” (Gilligan, 1993, p. 2).

Women in Organizations

O Women continue to increase representation in the workforceO RecessionO 2 income families

O Continued barriers to advancementO Despite increased participation, education,

& government programsO Career stagnation

O Visibility, scrutiny, pressureO Magnified failures with limited attention to

successes

Emotional Expression & Organizations

O Organizations are emotionally anorexicO Management attempts to regulate

emotionsO Not acknowledged or valued

O Emotions define work relationshipsO Emotional labor has received little

reviewO Organizational display rules

O dictate appropriate emotion display

Emotion Regulation and Emotional Intelligence (EI)O Limited studies on organizational

conditionsO Emotion states or Emotion regulation

O Few studies on individual responsesO Minimal on defined groups, i.e. womenO Little on emotional awareness and

emotional regulation of others

O Emotion regulation has focused on O Young children & older adults

O Adaptive regulation strategies

Emotion Regulation and Emotional Intelligence (EI)…

O EI viewed as a skill and/or ability test basedO Instruments & MeasurementO Good vs. Bad emotionsO Most individuals do not know what

emotions compel actionsO Emotion Regulation is only 1 construct

O Most EI & gender studies have occurred outside of US

Workplace relationships

O Job satisfactionO Greater task identity, variety, & autonomyO Does not fully explain the complexity of

work relationshipsO Employee-supervisors relationships affect

O EffectivenessO EfficiencyO Job satisfactionO Job performanceO Retention

Statement of the problem

O Women bring unique emotional experiences & approaches

O Minimal research on emotional experiences of women professionalsO EI and emotion regulationO Workplace relationships with

supervisorsO Few phenomenological studies

Research Question

O What is it like for women emotionally in their workplace relationships with supervisors?

Study Timeline

IRB Approval•October 2003

Data Collection•Audio taped Interviews•November 2003-June 2004

Analysis•Listening Guide•June 2005-September 2006

Defense•April 2007

Literature ReviewO Emotion Theory

O Emotions, Feelings, Moods, ExpressionO Emotions in organizations

O Emotional LaborO Expression of Emotions in organizations

O Emotion RegulationO Goleman’s EI Model & Dissenting views

O Workplace relationshipsO Organizational Culture & ClimateO Display rules

O Women in the workplace

Literature Review…O Social relation and emotion

architecture theories exploredO Emotions an integral component in

workplace relationshipsO Positive emotions critical for:

O Skill building, creativity, social relationships, & commitment

O Negative emotions subject to emotion regulation

Literature Review…O Contributing factors

O Gender, politics, & stereotypesO Organizational Display rules

O Intense emotional experiences & constant tension

O Women more relational O Socialization, self understanding, self

efficacyO Interpersonal skillsO More predisposed to engage in EI

Research MethodsO Phenomenology

O Listening to women’s experiencesO Insights into women’s use of emotion

O Participant Interviews conductedO Text Analysis using The Listening Guide

O EQ In Action Profile™ administeredO Follow up coaching session

O BracketingO JournalingO Self talk & Imagery

ParticipantsO Women who completed 4 year college

degree or higherO Employed full time in a professional position

O American Association University Women (MN Chapter)O AAUW conference: October 2003O Minnesota Pine (AAUW Newsletter)

O Minnesota Women’s ConsortiumO Minnesota Women’s Consortium Fall Newsletter

O Not controlled for Gender of supervisor

Participant Profiles *Pseudonyms were uses to ensure confidentialityParticipant

Pseudonym*

Age Range

Education Level or Degree

Industry Job function

Years in Current Job

Years in Organization

Anne 45-54 Masters Healthcare Manager 5 years 5 yearsBonnie 55-64 Bachelor

s Religious organization

Membership Coordinator

10 years

10 years

Cathleen 63 + Bachelors

Government

Field Operations Manager

8 Years 36 years

Diane 35-44 Bachelors

Financial Services

Quality Assurance Analyst

10 years

10 years

Eileen 45-54 Masters Social Services

Research Scientist

2 years 6.5 years

Fiona 55-64 Masters Education Nurse 10 years

10 years

Gina 45-54 Bachelors

Consumer and Office

Sales Manager

27.5 years

27.5 years

Helen 35-44 Masters Non profit Marketing Coordinator

3 years 3 years

Iris 55-64 Masters Education Educator 30 years

30 years

Jean 45-54 Bachelors

Human Services

Community Program Administrator

10 years

10 years

Katie 35-44 Bachelors

Government

Nurse 10 years

10 years

The Listening GuideO Narratives to organize human experiencesO Explicate the multiple layers of meaning

O Attuned toward organizational constraints, values, & normsO Expression of emotionsO Expanded or narrowed relationshipsO Emotionally regulated or silenced voices

O Dr. Susan Letvak, PhD-University of North Carolina, Chapel HillO Second reviewer

O Listening Guide and Data analysis

The Listening Guide…4 Sequential Listenings

O 1st Listening: Plot or sense of storyO 2nd Listening: “I poems” or voice of “self”

O Cadence & rhythm of voice through descriptionO Researcher in relationship with participant’s

voicesO 3rd Listening: Contrapunal Voices

O Complementary and/or contradictoryO Layers of meaning

O 4th Listening: Analysis of Emerging ThemesO Positive and Negative Relational experiencesO Learnings & Textual evidence of analysis

6 Positive Relational Themes

O Expression and sharing of emotionsO Mutual respect leads to trust &

autonomyO Communication & collaboration

facilitates relationshipsO Ability to influence supervisor

generates optimismO Openness of emotions allows for

empathyO Inclusive workplace rules encourage

expression of emotions

1) Expression and Sharing of emotions

O I was trying not to display a lot of emotions. I wanted to maintain a sense of objectivity and openness to listen to what they were saying without becoming angry or defensive… My supervisor was there to help me try to pull it back together….I think just really offering me a space to sort of collect myself with a box of Kleenex and a safe place to respond to that without it being part of the “record.” (Anne)

2) Mutual Respect Leader to Trust & Autonomy

O I was absolutely certain that if there was a difference of opinion between [co-worker name] and me, he’s [supervisor] not going to play favorites. He’s not going to rule in my favor or [co-worker name] just because he likes one of us better. He’s going to play absolutely fair.

O I could trust him if it went on my side, then I wouldn’t feel that I had gotten an unfair advantage that would make me feel badly. But I could trust him if he went on her side…I could accept that. (Eileen)

3) Communication & Collaboration Facilitate Relationship Building

O I think I kind of thought about it a lot and then after a while I thought well maybe I need to do a little more…maybe I need to go out and try a little harder and what could I do to try to make this work better…I could see that she [supervisor] was really feeling like you need to figure out how to make this work. I felt then a challenge to go out and try to do that. (Helen)

3) Ability to Positively Influence Supervisor Generates Optimism

O Great. It made me feel…well, I guess that’s where I get my feelings about my excitement in my work and wanting to do more and better...You feel like you’re useful and that your skills are appreciated [by your supervisor]…warm and fuzzy. Relaxed and kind of excited…you feel kind of charged and turn on. (Cathleen)

O It was validating, and you wanted to do more. You want to please. It felt good. It felt good to be able to step out of the box and be creative...I will keep working, and I will keep doing more…for that supervisor. (Katie)

4) Openness to Emotions Allows for Empathy

O I really thought carefully about how I was going to approach her…I didn't want to hurt her feelings. I wanted to acknowledge that she is supporting me and that she is doing a great job….I felt like it was appropriate. (Anne)

O The layoffs were very hard…I talked with him,

empathized with him. I had many talks with him about how difficult that situation was and how much I respected management. I complimented him on the professionalism of how it was handled. It was very well done….He appreciated it. I think mangers always appreciate when you think employees have a little bit of empathy and understanding what they’re going through. Because they don’t get much positive feedback. (Gina)

5) Inclusive Rules Encourage Expression of Emotions

O I had a conversation late the next day in my office with my supervisor where I just went into tears. I just wept. I don't usually do that….He was very supportive on a human level. It was incredibly safe to be that fallen apart. I kind of knew that it would be. (Eileen)

O [My Supervisor said,] “I understand that if you need to take some sick leave. If you need to talk about it.” You can't cry through every visit you make, but it was never discouraged. It was accepted. I think that was a direct result of working with an office of mature professional women (Katie)

5 Negative Relational Themes

O Climates of fear drives perceptions of failure, inadequacy, & retaliation

O A cycle of anger, frustration, & guiltO Relational conflict fuels distrust,

need for control, resistance & avoidance

O A sense of powerlessness & futilityO Restrictive workplace rules stifle

expression of emotions

1) A Climate of fear drives perceptions of failure, inadequacy, & retaliation

O I was in my office and a letter was put on my desk by someone…I opened [the letter] and that's how I found out about it…very awkward…my stomach was churning. I was extremely nervous. Sweaty palms (Cathleen)

O While I was resolved with sticking up for my individual [employee] I got a letter of reprimand. That was one of the most traumatic things that has ever happened to me in my career…. (Cathleen)

2) A cycle of anger, frustration, & guilt

O I could see on his face that my interpretation at the time was you’re trying to figure out how you’re going to get me for saying that honest remark. But inside I felt that I had really hurt his feelings. You know, like he was welling up. I know that hurt his feelings. I know that he is very sensitive. (Jean)

O That he really wants to be a good supervisor. He likes me….When we turned to that point during the conversation I was feeling like I was hurting him. That bothers me. I don’t like to hurt people. (Jean)

3) Relational conflict fuels distrust, need for control, resistance & avoidance

O I let him know up front that my schedule will be changing. I just make sure that I document it in e-mail and keep a copy of it for myself…I just want to have a safety net behind me because I can’t count on him to defend me. (Diane)

O Mostly I work around him….I changed my schedule so that I would only have to work four days. I deliberately search out projects where I'm kind of left independent of any supervision. Most of my communication is through email only. (Diane)

4) A sense of powerlessness & futility

O I wanted enthusiasm, and I sort of got this thoughtfulness… I was a little disappointed, because you want to be moving forward all the time….Instead it felt like that idea wasn't going to work (Helen)

O Because in the long run, I really don’t care. I have this mantra twenty-five to thirty years from now, none of this will make a difference. It really won’t. It won’t be etched on my tombstone….[I feel] exhausted [about relationship with supervisor]. (Jean)

5) Restrictive workplace rules stifle expression of emotions

O I wish that there was a rulebook that I knew before entering that part of the company… I almost feel like a spy now, working for my own company because I have to hide the way I really feel.

O I have work clothes, and I have a work mood I have to get into before I go to work everyday….Like I’m wearing a different costume or something that is not me. (Diane)

Discussion of the findings…

O Emotional experiences were pivotal eventsO Positive and negative impactO Quality of employee-supervisor

relationshipO Related to Goleman’s Self Awareness (EI)

O Self confidence O Trust led to autonomy

O Emotion regulation is essential O Establishing & Sustaining relationships

Discussion of the findings

O Empathy is a critical element for healthy workplace relationships

O Safe work environments encouraged expression of emotionsO TrustO OptimismO MotivationO Minimized glass ceiling effect

Discussion of the findings…

O Fear & anxiety described in physical termsO Depicted as failure & inadequacy

O Supervisor “perceptions”O Loss of relationship, connections, etc.O Increased emotional laborO Increased emotional regulationO Avoidance and withdrawal

O Guilt associated with angerO Emotional ambivalence

Discussion of the findings…

O Greater powerlessness & futilityO Ineffective emotion regulationO Physical symptomsO Lack of optimism & Motivation

O Organizational Display rules limited women’s voicesO “Backing down", "Giving In”O Retaliation: "Made examples of”

O Community Display rulesO Clustered demographic areasO Limited Organizational Diversity

Implications for womenO Emotional expression can enhance supervisor

relationshipsO Leverage relationship building skills

• Effective relationship managementO Positively influence through use of EI

skillsO Empathy fosters healthy workplace

relationshipsO Career advancement

Implications for Women…

O Insight into negative relational experiencesO Emotion suppression & regulation

O Understand ineffective emotion regulation O Tension & ConflictO ControlO Avoidance O Resistance

O Increase self awareness, self reflection, & resiliency

Implications for Supervisors

O Create emotionally expressive and supportive work environmentsO Enhance working relationships through

use of EI competenciesO Develop women employees through

listening, coaching, & mentoringO Opportunities for emotion sharingO Leverage relational capabilities of

womenO May lessen impact of glass ceiling

Implications for Organizations

O Programs to enhance awarenessO Emotional expressionO Effective emotion regulationO EI techniques

O “Emotion friendly” work environmentsO Awareness of Organizational & Community

Display rulesO Impact on DiversityO Worklife balance

O Develop and promote women as leadersO Leverage relational talent

SummaryO Corroborates the literature

O Emotions in the workplaceO Positive effects of EIO Emotion regulation

O Participants from a variety of work settings/industries

O Contributions to the literatureO Effects of positive & negative relational experiencesO Emotions & Emotion regulation strategiesO Opportunities for growth & career advancementO In-depth explication of workplace & community

display rules

Recommendations for Future Research

O Replicate study in select industriesO Women professionals

O Women who retired or left the workforceO Women small business ownersO Women leaders in Global organizationsO Cross cultural international study of women

professionalsO Evaluation of the effect of supervisor genderO Similar study with increased sample size

O Automation of Listening Guide using technology

ReflectionsO Privilege to listen to the participants

and hear their voicesO 11 unique women

O Increased understanding of the impact of emotions, Emotion regulation & EI O Researcher and Woman Professional

O Key learnings about relationshipsO Appreciation of Phenomenology

“Relationship requires connection. It depends not only on the capacity for

empathy, or the ability to listen to others and learn their language or take their

point of view, but also on having a voice” (Gilligan, 1993, p. xix-xx).

In memory of Dr. Sharon Gibson, PhD

ReferencesOPlease refer to handout.