Study: Emotional Demands are Key Driver of Employee Stress

A new study finds that emotional demands are creating more stress for employees than their workload or the cognitive effort their roles require.

MissionSquare Research Institute’s new research paper, “Beyond Workload: Managing Emotional and Mental Demands to Improve Retention and Worker Well-Being,” is based on the findings of MissionSquare’s recent survey of more than 2,000 public- and private-sector workers.

Conducted earlier this year, that poll found that, “while many roles require both mental and emotional effort, emotional labor is consistently linked to higher stress, poorer sleep, reduced work-life balance and increased turnover retention,” according to a MissionSquare statement.

The research illustrates “a clear distinction” between mental labor and emotional labor, according to MissionSquare. For instance, mental labor involves problem-solving and concentration, while emotional labor entails managing feelings, navigating difficult interactions and maintaining composure under pressure.

Over time, this emotional strain can exact a significant toll on workers, according to the report, which found:

• 31.7% of employees report that emotional demands make them less likely to remain in their job.
• 25.6% of workers indicate an intention to leave their employer.
• Employees with higher emotional labor were significantly more likely to report increased stress, sleep disruption, and interference with personal and family life.

“Conversely, the research finds that organizational culture can significantly influence employee outcomes,” MissionSquare’s statement read. “Employees who feel comfortable discussing emotional challenges report lower stress and are less likely to leave, underscoring the critical role employer support can play in workforce outcomes.”

Indeed, the report also identified a number of ways in which employers can help their workers better manage their emotional load in the workplace, such as:

• Recognizing emotional labor as a core dimension of job design and workforce strategy.
• Providing training and resources to help managers identify and address emotional strain.
• Encouraging open communication and psychological safety in the workplace.
• Integrating emotional well-being into broader employee support and retention strategies.

“Our research highlights a range of often-overlooked challenges facing today’s workforce and underscores the need for employers to rethink how they support employees,” said Zhikun Liu, Ph.D., CFP^®, head of the Institute, in a statement.

“When emotional demands go unrecognized or unsupported, they can drive disengagement and higher turnover—ultimately disrupting employees’ financial stability and long-term security.”