In the bustling environment of modern laboratories, where collaboration is key to breakthroughs and productivity, helping behavior is a cornerstone of effective teamwork. But new research suggests that the way we express emotions when offering help can dramatically shape whether that assistance builds bridges or burns them.
A recent study from Washington State University’s Carson College of Business, led by assistant professor of management Stephen Lee, underscores that helping behaviors are not always perceived as purely positive. Instead, the emotional signals embedded in how we offer support can determine whether our efforts are embraced, resented, or even reciprocated.
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The impact of emotional signals on workplace trust and collaboration
Published in the Academy of Management Journal, the paper, coauthored by Michael D. Johnson at the University of Washington, reveals that helpers who express emotions like gratitude and sympathy are more likely to be seen as having genuine motives. In contrast, displays of pride or contempt can trigger skepticism, souring relationships and discouraging future collaboration.
“In the workplace, we often encourage helping behaviors, but not all help is perceived the same way,” Lee explained. “It’s not just whether you help, but how you help—and the emotions you express—that shape how people respond.”
Drawing on three studies and a pilot study involving working adults and student participants, the researchers found that recipients are active interpreters of these emotional cues. They use them to assess whether help is truly prosocial or driven by self-interest or obligation. When they perceive the latter, trust erodes, and the likelihood of reciprocation diminishes.
What lab managers can do to build a collaborative culture
For lab managers, these findings offer an important lesson: fostering a collaborative environment goes beyond simply encouraging staff to pitch in. It requires attention to the emotional climate in which help is offered. When lab team members feel—and express—gratitude for colleagues or sincere concern for their challenges, their helping behavior is more likely to be perceived as authentic. This authenticity builds trust and strengthens team dynamics.
“Helping that stems from gratitude or concern for others is more likely to create positive, lasting relationships,” Lee said. “If leaders can model those kinds of emotions in how they help their teams, it sets the tone for a more supportive and engaged workplace.”
In practical terms, lab managers can set the stage by modeling emotionally authentic helping behaviors. Simple gestures—like expressing sincere appreciation when team members collaborate or taking a moment to acknowledge a colleague’s struggles—can signal sincere concern and strengthen interpersonal ties.
How lab workers can cultivate authentic workplace connections
At the individual level, employees can benefit from reflecting on their own experiences of receiving help. This reflection can promote perspective-taking and help staff recognize the impact of emotionally authentic helping behavior.
“When we express genuine gratitude or sympathy, we’re not just benefiting ourselves,” Lee said. “We’re strengthening our workplace relationships and building a more resilient culture of collaboration.”
Ultimately, for lab managers and staff alike, this research is a powerful reminder: in the laboratory, as in any workplace, the emotional undercurrents of our interactions matter. By fostering an environment where gratitude and concern are not only expressed but also felt, managers can nurture a lab culture where helping behavior truly brings teams together.
