New research from Washington State University’s Carson College of Business highlights emotional expression’s decisive role in how help is perceived in the workplace. While helping behaviour is generally viewed as a positive and commendable act, the emotional context surrounding that help can significantly alter how it is received. The study, led by Assistant Professor Stephen Lee, reveals that when individuals offer assistance with expressions of gratitude or sympathy, they are more likely to be seen as sincere and benevolent. In contrast, when help is accompanied by emotions such as pride or contempt, recipients often question the helper’s motives, leading to weakened interpersonal bonds and a lower likelihood of reciprocation.

This insight challenges the long-standing assumption that help is inherently good or always strengthens workplace relationships. Instead, Lee and his coauthor, Michael D. Johnson of the University of Washington, argue that recipients are not passive help recipients. Instead, they actively interpret emotional cues to assess why someone is helping. If the emotional expression suggests genuine concern, trust is fostered. If, however, the helper appears self-congratulatory or disdainful, the recipient may suspect ulterior motives—such as a desire to appear superior or to gain favour—thus undermining the social value of the gesture.

The research, published in the Academy of Management Journal, involved three primary studies and a preliminary pilot project. These included working professionals and student participants, who were asked to recall real-life experiences of helping, participate in behavioural lab experiments, or respond to carefully crafted vignettes simulating coworker interactions. Across all formats, the studies consistently showed that socially engaging emotions—those that signal care and connectedness—led to more positive perceptions of the helper, closer relational bonds, and an increased willingness to return the favour.

Lee points out that this emotional dimension is often overlooked in workplace settings where help is encouraged as a general value or metric of performance. He argues that organisations should pay more attention to how employees usually help one another and how they do so emotionally. Help that stems from authentic gratitude or empathy tends to generate stronger, longer-lasting collaboration. On the other hand, help offered out of obligation or in an emotionally detached or patronising manner may do more harm than good, creating resentment or mistrust rather than solidarity.

For leaders and managers, these findings offer an essential blueprint for fostering a more supportive and resilient work culture. Rather than incentivising helping behaviour in a purely transactional way, they should model emotionally engaging responses themselves. By showing authentic concern and appreciation when helping others, leaders can set a tone that encourages similar expressions among team members. This emotional authenticity can reinforce mutual trust and inspire a more profound commitment to teamwork, beyond the formal requirements of the job.

On an individual level, employees can benefit from developing greater emotional awareness in their interactions. By reflecting on their experiences, when they felt genuinely supported versus patronised, they can recognise the emotional signals that build or erode trust. Practices like perspective-taking can further strengthen emotional intelligence, making expressions of sympathy and gratitude more natural and effective. As Lee notes, when emotional expressions are genuine, they do more than enhance the immediate interaction—they contribute to a culture of collaboration that supports long-term professional relationships and organisational health.

More information: Stephen Lee et al, Emotional Signaling: How Helpers’ Emotional Expressions Affect Attributions of Motives, Relationship Quality, and Reciprocation, Academy of Management Journal. DOI: 10.5465/amj.2023.0313

Journal information: Academy of Management Journal Provided by Washington State University