Harnessing emotional intelligence to identify and address psychosocial risks

When discussing psychosocial risks and hazards in the workplace, it is easy to view them as merely a 'checklist' of policies, procedures, and compliance measures. Yet, when you look a little deeper, almost every one of these risks is linked to emotions and the brain and connected to how we think, feel, and behave.

The emotional labour in psychosocial risks

If you explore the twelve psychosocial risks, you will see that many are influenced by how people experience their work. Consider job demands, such as high workload or time pressure. Yes, the demands may be tangible and measurable, yet our emotional response to them can magnify the challenge. Stress, overwhelm, and the inability to prioritise effectively can make a busy period feel unmanageable.

Similarly, emotional labour - managing feelings to meet the emotional demands of a role - is deeply rooted in how we regulate emotions. Decades of research into emotional labour highlight the positive impact when it is acknowledged and supported.

Then there is job control, often described in terms of autonomy. Autonomy is one of our basic psychological needs. When people have the right level of autonomy, they tend to feel more motivated and engaged. Too little, and they can feel restricted. Too much, especially for someone new to a role, can feel overwhelming. The right balance depends on the individual's experience, confidence, and skills - and finding that balance often comes down to a leader's ability to have open, trust-based conversations.

Support is another area where perceptions matter. Poor support from management may appear in the same way on paper for two different people - one person may feel well supported while another feels isolated. This subjectivity means leaders need to tune in, listen, and understand the unique needs and perspectives of their team members, generating what Sue Langley (CEO and Founder of Langley Group) calls 'micro-climates.'

Psychological safety and the role of leaders

It is also important to distinguish between psychosocial safety and psychological safety. Psychological safety refers to someone's ability to speak up without fear of negative consequences. If a team member feels unclear, unsupported, or uncomfortable, can they raise their concerns openly? This, too, has an emotional intelligence component. Fear, hesitation, and self-protection are all emotional responses. Leaders who can help team members regulate those emotions and create a culture of trust will see the benefits in engagement and wellbeing.

Why emotions matter in risk mitigation

Whether it is change management, organisational justice, reward and recognition, or the way work is structured, emotions are always at play. For example, financial rewards might mean far more to someone who is living alone with high expenses than to someone with a dual-income household. The same approach can trigger very different emotional responses - and those responses shape how safe, valued, and supported people feel.

When leaders understand the emotional drivers behind these risks, they can use practical, evidence-based techniques and emotional intelligence skills to recognise early signs of strain and respond before small challenges escalate. This might involve adjusting workloads, refining communication, increasing clarity, or offering targeted support.

The evolving landscape of psychosocial risk

In addition to the recognised twelve psychosocial risks, there are emerging areas that are becoming increasingly relevant:

• Technostress and digital overload
• AI and automation-related anxiety
• Lack of inclusion or cultural safety
• Climate anxiety and sustainability-related stress

These possibilities are already shaping how people experience work. By addressing them proactively, organisations can build resilience and create environments where people feel equipped to thrive into the future.

The takeaway? Emotions are at the core of psychosocial risks. By understanding the emotional dimension of each risk and applying evidence-based brain tools, leaders can create workplaces where people feel safe, supported, and able to thrive.

The way leaders harness emotional intelligence today shapes how safe and supported people feel tomorrow. Take the opportunity to embed these skills in practice through our upcoming programs - Leading with EI in October, or in November join the Strengths Profile Accreditation or the Work on Wellbeing Accreditation to equip yourself with globally recognised tools to build thriving, resilient teams.

Explore how our science-backed courses and tools can support you or your team to flourish. Whether you are starting your journey or deepening your expertise, Langley Group are here to help you thrive.

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