How Leaders’ Interpersonal Emotion Regulation Strategies Can Attenuate the Self-Maintaining Effect of Employee Venting? A Venter–Recipient Interaction Perspective

Abstract: Employee venting is a significant and prevalent challenge in modern workplace. Although many employees vent to alleviate dissatisfaction and negative emotions, some literature suggests that this practice may not resolve naturally; instead, it could lead to emotional disorders. However, the existing literature has not adequately explained this phenomenon. Furthermore, although employees (venters) often expect leaders (recipients) to resolve their issues, some scholars have noted that leaders may not only fail to help but could also worsen the situation. This problem may stem from the tendency of previous research to focus exclusively on either the venter or the recipient, overlooking the possibility that leaders could proactively use interpersonal influence strategies during their interactions with employees.  
This study adopts a venter–recipient interaction perspective to explain why employee venting is self-maintaining and how leaders can mitigate this effect using interpersonal emotion regulation strategies focused on situation modification. Drawing on cognitive neoassociation theory, we propose that anger mediates the relationship between daily employee venting and subsequent venting. We hypothesize that when leaders use situation modification, this indirect effect of daily venting on subsequent venting through anger will be reduced. Conversely, other interpersonal emotion regulation strategies (i.e., attentional deployment, cognitive change, and modulating the emotional response) are not expected to be as effective as situation modification in attenuating this self-maintaining cycle.
To test our theoretical model, we employed an experience sampling method design. We collected data over 10 consecutive workdays, which extended our understanding of venter-recipient interactions in a real-world setting. Our sample included 119 subordinates and their 60 supervisors (resulting in 1032 matched observations) from a petroleum company in China.
Our research makes significant contributions to the literature on venting and related fields. First, although some employees and scholars believe that venting relieves negative emotions, our study identifies a parallel path by demonstrating that venting to leaders can be self-maintaining. Second, unlike previous studies that have focused solely on the venter or recipient, our research adopts a social interaction perspective. This approach highlights the proactive role leaders can play by using interpersonal emotion regulation strategies to attenuate the self-maintaining effect of employee venting. Third, where past research focused on the direct influence of interpersonal emotional regulation on individual emotions and relationships, our study reveals that leaders’ emotional regulation strategies can regulate the relationship between venting and employees’ subsequent reactions. This enriches our understanding of the role of these strategies.  
For practical implications, our findings indicate that venting to leaders is not a fleeting issue but rather produces a self-maintaining effect. Organizations and management should address this promptly by implementing effective interventions. Specifically, managers should be trained to use situation modification, as our research shows it is more effective in attenuating this self-maintaining cycle than other strategies.