How Superiors Support Employees to Manage Emotional Demands: A Qualitative Study

Lars Peter Andersen (), Jesper Pihl-Thingvad and Dorte Raaby Andersen
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Lars Peter Andersen: Danish Ramazzini Centre, Department of Occupational Medicine, Gødstrup Hospital, 7400 Herning, Denmark
Jesper Pihl-Thingvad: Department of Occupational and Environmental Medicine, Odense University Hospital, 5000 Odense, Denmark
Dorte Raaby Andersen: Danish Ramazzini Centre, Department of Occupational Medicine, Gødstrup Hospital, 7400 Herning, Denmark

IJERPH, 2025, vol. 22, issue 5, 1-24

Abstract: Previous research has found that emotional demands in the workplace can be taxing and contribute to an increased risk of mental health challenges, including burnout and depression. This study examines how supervisory support can assist employees in managing these demands. Against this background, we investigated the ways in which supervisors facilitate employees’ ability to manage emotional demands while fostering trust in the workplace. Drawing on interviews with supervisors and 32 workgroups from 14 different workplaces, we identified both formal and informal practices that support employees. Supervisor-supported practices include the opportunity for supervision; discussions of emotionally demanding patients, citizens, or students; prompt feedback; “venting”; rotating tasks; and discussing strategies for managing high emotional demands. The findings suggest that supervisors and employees largely align their descriptions of the practice, indicating a shared understanding of supportive practices in the workplace. However, some supervisors were unsure whether to take a proactive or reactive approach to supporting their employees. Additionally, some structural constraints were identified, particularly in the form of budget cuts. Supervisors emphasise the significance of trust-building through accessibility, framing mistakes as learning opportunities, and demonstrating employee confidence. This dual approach, which combines practical support with trust-building, underscores the critical role of supervisors in promoting well-being and engagement in emotionally demanding work environments. While there is a risk that supervisors may exaggerate their efforts toward researchers, employee feedback corroborates their claims. Based on these findings, we recommend that organisations operating in emotionally demanding environments allocate sufficient resources to supervisors, enabling them to implement these practices effectively and foster both emotional support and trust in the workplace.

Keywords: emotional demands; supervisors; managing emotional demands; burnout (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2025
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