Purpose

The different perspectives of diversity have until recently ignored emotional diversity primarily because emotions were discounted as “irrational.” To highlight the need for a broader integrative view of emotions in the workplace, the question addressed in the study was whether inclusive leadership helped emotionally reactive employees improve their performance and whether these employees displayed potential leadership qualities for future roles.

Design/methodology/approach

The study was qualitative. This cross-sectional study applied qualitative methods to gather the required information. Sixteen business heads across different sectors in India were purposively chosen for in-depth interviews with respondents. The interviews were semi-structured. The approach of theoretical sampling was adopted. From the initial set of questions, the next set of questions was evolved and the itineration was continued until saturation was achieved.

Findings

The results showed that mentoring and empowerment helped emotionally reactive employees improve their performance. On the question of their potential leadership role, the results were mixed.

Research limitations/implications

The follower (protégé) perception, if also taken, can validate whether the person-centered style helped in the performance improvement of the followers. The responses of the leaders were based on their memory and no reports were checked from their office records to corroborate the same.

Practical implications

Researchers have argued that worker behavior and productivity are directly affected by employee affect and emotional states. The study contributes significantly to creating emotionally inclusive workplaces.

Originality/value

The study is focused on the role of diversity of emotions in the workplace impacting productivity. Emotions are vital and affect the workplace significantly. The study focused on what organizations could do to handle emotionally reactive employees at work. The study showed that inclusive leadership through mentoring and empowerment helped in assimilating difficult employees into the mainstream work.

中文翻译：

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员工反应性和包容性领导：管理情绪多样性的时间

目的

直到最近，多样性的不同观点一直忽视情绪多样性，主要是因为情绪被认为是“非理性的”。为了强调对工作场所情绪的更广泛综合观点的必要性，研究中解决的问题是包容性领导是否有助于情绪反应型员工提高他们的绩效，以及这些员工是否表现出未来角色的潜在领导素质。

设计/方法/方法

该研究是定性的。这项横断面研究应用定性方法来收集所需的信息。有目的地选择了印度不同行业的 16 位企业负责人与受访者进行深入访谈。面试是半结构化的。采用理论抽样的方法。从最初的一组问题，演变出下一组问题，并继续迭代，直到达到饱和。

发现

结果表明，指导和授权有助于情绪反应型员工提高绩效。关于他们潜在的领导角色的问题，结果喜忧参半。

研究限制/影响

追随者（protégé）感知，如果也被采用，可以验证以人为中心的风格是否有助于追随者的绩效提高。领导者的回答是基于他们的记忆，并且没有从他们的办公室记录中检查任何报告来证实这一点。

实际影响

研究人员认为，员工的情绪和情绪状态直接影响员工的行为和生产力。该研究对创建情感包容的工作场所做出了重大贡献。

原创性/价值

该研究的重点是情绪多样性在工作场所影响生产力的作用。情绪是至关重要的，并且会显着影响工作场所。该研究侧重于组织可以采取哪些措施来处理工作中情绪反应强烈的员工。该研究表明，通过指导和赋权的包容性领导有助于将难相处的员工融入主流工作。