The Problem

To create resilient organizations, Human Resource Development (HRD) must foster the conditions (both internal and external to the employee) that enable learning and development in the face of adversity. Yet the experience of adversity produces intense negative emotions that threaten learning and development. Resilience building programs typically focus on building resources internal to the worker (e.g., self-efficacy, optimism) as a means of buffering against the negative effects of future stressors, but considerably less focus is placed on supporting others in their attempts to cope. Additionally, the role of leadership in promoting follower resilience has received limited attention.

The Solution

This article begins by summarizing the role of emotion and emotion regulation in recent literature on employee resilience. Toward that goal, a literature search was conducted for reviews and theoretical models of employee resilience published in peer-reviewed journals over the past 10 years. Next, emerging scholarship on interpersonal emotion management (IEM) is introduced, with a focus on its application in work and leadership contexts. The argument is made that leaders are in a unique position to promote resilience in their followers, through the promotion of positive emotional states and through the mitigation of the negative emotional states that accompany adversity. As such, developing IEM skills in both resilience training and leadership development programs should increase employee resilience.

The Stakeholders

Leaders, scholars, and HRD professionals interested in promoting employee resilience and developing effective leaders will benefit from this application of interpersonal emotion management concepts to the topic of employee resilience.

中文翻译：

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增强员工的应变能力：领导者促进情绪管理的作用

问题

为了创建有弹性的组织，人力资源开发（HRD）必须创造条件（在员工内部和外部），使他们能够在逆境中学习和发展。然而，逆境的体验会产生强烈的消极情绪，威胁到学习和发展。复原力建设计划通常侧重于建设工人内部的资源（例如自我效能感，乐观情绪），以缓冲未来压力源带来的负面影响，但很少有精力放在支持他人的应对上。此外，领导者在提高追随者弹性方面的作用受到了有限的关注。

解决方案

本文首先概述了情绪和情绪调节在有关员工弹性的最新文献中的作用。为了实现这一目标，我们进行了文献搜索，以查找过去10年间在同行评审期刊上发表的关于员工弹性的评论和理论模型。接下来，介绍关于人际情感管理（IEM）的新兴奖学金，重点是其在工作和领导环境中的应用。有观点认为，领导者处于独特的地位，可以通过促进积极的情绪状态和减轻逆境带来的消极情绪状态来提高追随者的适应力。因此，在弹性培训和领导力发展计划中开发IEM技能应可提高员工的弹性。

利益相关者

有兴趣提高员工适应能力和培养有效领导者的领导者，学者和人力资源开发专业人员将受益于将人际情感管理概念应用于员工适应能力这一主题。