A new study led by researchers from the University of Mississippi and Lebanese American University reveals how emotional labor and customer injustice in sales roles contribute to burnout and mental health issues. The findings advocate for supportive workplace cultures to enhance employee well-being and job satisfaction.
Faking emotions at work can lead to burnout and negatively affect mental health, according to a recent study led by researchers from the University of Mississippi and Lebanese American University. The study, published in Industrial Marketing Management, delves into how image management, particularly in sales, impacts mental health and well-being over time.
“Faking It” Comes at a Cost
“We are all under a lot of pressure, a lot of deadlines at work, right?” Kash Afshar, an assistant professor of marketing at the University of Mississippi, said in a news release. “We wanted to look at the different factors that threaten employee’s mental health and lead to emotional exhaustion. One such factor that is very interesting to us was emotional labor.”
Emotional labor involves managing one’s emotions to meet job expectations or portray feelings that aren’t genuine. The study, co-authored by Omar Itani, an associate professor of marketing at Lebanese American University, zeroed in on salespersons, a group highly susceptible to emotional labor demands.
“Managing emotions to meet job demands can lead to exhaustion, dissatisfaction and negative customer reactions,” added Itani. “Job satisfaction is essential for overall well-being, emphasizing the need for supportive workplace cultures. Employees should not be forced to act but encouraged to be genuine, as authentic interactions foster better customer relationships and contribute to long-term organizational success.”
The study cites the 2024 State of Mental Health in Sales report, which found that over 70% of people working in sales struggle with mental health issues.
Economic and Human Impact
“Salespeople are expensive employees,” Afshar added. “They bring in money for the organization. So, if they miss an opportunity, it means that there’s no money coming in. When a salesperson burns out, it’s not just a loss of the person, but it’s also everything they bring to the company.”
The researchers identify two major drivers of burnout and mental health struggles in sales: emotional labor and customer injustice — when customers treat salespeople poorly.
“That emotional regulation spends a lot of resources, which leads to job dissatisfaction and emotional burnout,” Afshar added.
Mindfulness as a Solution
While a one-size-fits-all solution may not exist, Afshar’s forthcoming research aims to explore how mindfulness exercises can help mitigate emotional burnout and the mental strain of work.
“Mindfulness is distancing yourself from the situation without judging your feelings,” he said. “Looking at the situation for what it is, not internalizing it.”
A Call for Supportive Work Environments
Managers have a crucial role in fostering a work environment where employees feel comfortable being their authentic selves.
“A supportive work environment with mental health resources, autonomy and regular check-ins is essential,” Itani added. “Enhancing emotional intelligence through training helps employees manage emotions effectively, fostering authentic interactions. Ethical leadership, recognition and self-regulation strategies, such as mindfulness and stress management, further support employee well-being.”
Creating an open line of communication between managers and employees can significantly lessen the mental burden employees may feel.
“Communication is the key here,” Afshar added. “When employees can communicate their problems, they aren’t dealing with problems alone. When they feel safe talking to their managers, their colleagues, it tends to remove some of that burden.”
Aligning Personal and Professional Goals
Afshar offers advice for individuals seeking to minimize burnout: ensure that personal and professional goals align.
“There are two entities at play here: your individual self and your organizational self,” he said. “The best way forward would be when these two different identities are aligned. Look for those jobs that are in agreement in terms of who you are and what your job requires you to be.”
The study’s authors include Colin Gabler, an associate professor of marketing at Auburn University, Ashish Kalra, an assistant professor of management and marketing at the University of Dayton, and Raj Agnihotri, an assistant dean of industry engagement at Iowa State University.
By focusing on the mental health implications of emotional labor, this study not only highlights a significant workplace issue but also offers actionable recommendations for fostering a more supportive and authentic work environment.
Source: The University of Mississippi