During a widespread crisis, negative emotions do not simply disappear when the workday begins. Employees carry worry, fear, and uncertainty with them into their roles, shaping how they think, behave, and interact with others. For a long time, organisational research has tended to assume that these negative emotions inevitably lead to harmful outcomes at work. However, emerging evidence suggests that this assumption is too simplistic and does not fully reflect what actually happens in real-world settings.
Recent research led by David Lebel, an associate professor of business administration, challenges this conventional view. Working with doctoral researcher Jordan Sanders and Jochen Menges, Lebel examined emotional dynamics during the COVID-19 pandemic. Their findings revealed that only about half of the observed relationships between negative emotions and workplace outcomes were harmful. In many cases, negative emotions had no measurable effect, and in some situations, they were even associated with positive outcomes.
The study, published in the Journal of Occupational Health Psychology, also highlighted the crucial role of leadership in shaping these outcomes. Leaders who expressed positive emotions such as compassion, hope, and empathy were able to buffer or even reverse the negative effects typically associated with stress and uncertainty. For example, organisations whose leaders communicated genuine care and concern for employees saw stronger performance indicators during the early stages of the pandemic. Similarly, leaders in public roles who conveyed empathy and confidence were linked to better societal outcomes, including fewer adverse consequences during the crisis.
At the organisational level, employees responded positively when supervisors acknowledged emotional realities rather than ignoring them. Expressions of empathy and understanding were associated with higher levels of engagement and commitment, suggesting that people are more willing to invest in their work when they feel seen and supported. Importantly, these findings reinforce the idea that emotions are not inherently disruptive; rather, their impact depends heavily on how they are recognised and managed within a workplace context.
That said, not all emotional expressions from leaders are beneficial. The research found that when leaders openly displayed anxiety in ways that amplified organisational fear, it was linked to poorer perceptions of ethical leadership and increased reports of negative supervisory behaviours. However, there is a meaningful distinction between broadcasting anxiety and sharing it constructively. Leaders who acknowledged their own concerns in a measured and relatable way—such as expressing that they too felt uncertain—were better able to build trust and connection with their teams.
Ultimately, while negative emotions can sometimes drive short-term performance, they are not sustainable motivators. Prolonged exposure to fear, stress, or anxiety tends to result in burnout, disengagement, and declining wellbeing. Supportive organisational practices, such as flexible working arrangements and socially responsible human resource policies, can help mitigate these effects and allow employees to find greater meaning in their work. As Lebel suggests, in times of uncertainty, the goal is not to eliminate negative emotions, but to respond to them with empathy and care, recognising that they are already present and must be managed thoughtfully rather than intensified.
More information: David Lebel et al, Beyond positivity: A review of the functional outcomes of negative emotions at work, Journal of Occupational Health Psychology. DOI: 10.1037/ocp0000422
Journal information: Journal of Occupational Health Psychology Provided by University of Pittsburgh