Workplace stress continues to impact employees, with many struggling to stand out in competitive environments or grappling with the relentless demands of perpetual availability in organizations that overlook work-life balance.

Gallup’s latest State of the Global Workplace Report reveals that 52% of workers in the MENA region experienced significant stress, surpassing the global average of 41%. Stress levels were notably higher among women, with 57% reporting elevated stress compared to 51% of men.

Additionally, 32% of respondents in the region reported feeling daily anger, well above the global average of 21%. Sadness and loneliness were also more prevalent in the MENA region.

EMPLOYEE WELL-BEING

Twenty-three-year-old Mariam Mohamed, working in the real estate industry, was under immense pressure when she first entered the workforce. Often losing sleep over tight deadlines, a heavy workload, and a demanding manager.

“Therapy sessions and medications became my lifeline during my first job,” Mohamed says. “The high-stress environment took a toll. I often broke down during shifts, unable to manage my emotions.”

Over time, Mohamed says she developed the ability to regulate her emotions through consistent effort and self-improvement. However, reflecting on her experience, she emphasizes that while personal growth played a significant role in her journey, organizations are responsible for creating a more supportive and stress-free workplace for their employees.

Zaina Othman, a career counselor and organizational psychologist, highlights the emotional challenges employees often face in the workplace, driven by professional and personal pressures. She says stress is one of the most common emotions, frequently triggered by heavy workloads, tight deadlines, or unclear job responsibilities.

“When employees feel overwhelmed, it becomes difficult for them to maintain focus and perform at their best,” Othman says, adding that interpersonal conflicts are a significant issue, with differences in communication styles, personalities, or work approaches often leading to misunderstandings and tensions, particularly in team dynamics.

She notes that fear of failure is another prevalent challenge, especially in competitive environments with high expectations. “This fear can hinder creativity and risk-taking, as employees may prefer to stick with safer options to avoid criticism,” she adds.

Imposter syndrome is another challenge, where individuals doubt their abilities despite evidence of their competence.

Organizational changes, such as restructuring or new policies, can trigger resistance and uncertainty, which is often called change fatigue. These shifts, Othman says, can create a sense of lost stability, worsening emotional strain.

Aya Hamza, employee well-being coach and professional trainer, also lists anxiety and stress as a prominent emotion many employees struggle with. She also adds burnout, usually caused by prolonged periods of stress without adequate breaks. 

EMOTIONAL REGULATION

Hamza emphasizes the importance of emotional regulation in the workplace, highlighting how employees can use specific techniques to prevent burnout and workplace anxiety while maintaining high performance and productivity.

“When employees can manage their emotions effectively, they tend to have better focus, enhanced decision-making, and improved interpersonal relationships. This leads to higher engagement and collaboration, ultimately boosting productivity.”

Similarly, Othman highlights the critical role of emotional regulation in workplace performance, noting its impact on how employees handle challenges, interact with colleagues and manage stress. Employees who regulate their emotions effectively are more likely to approach tasks with clarity and make thoughtful decisions.

In contrast, lacking emotional regulation can lead to distractions, reduced focus, and missed deadlines. It can also escalate stress or anger, creating tension and disrupting collaboration.

“Over time, this can erode trust and morale, creating a toxic work environment. In extreme cases, emotional dysregulation contributes to burnout, absenteeism, and turnover, undermining organizational productivity. Thus, emotional regulation is not merely a personal skill but a critical component of organizational success.”

TECHNIQUES TO CONSIDER

To regulate emotions in stressful work situations, Hamza suggests that a few minutes of mindfulness practice can help reduce anxiety and restore focus. Deep breathing exercises, such as inhaling for four counts, holding for four, and exhaling for four, are another effective way to calm the nervous system. 

Positive self-talk, through affirmations, can foster a confident and optimistic mindset, countering negative thoughts. Physical activity, such as brief exercises or stretches, can also alleviate tension and boost mood. 

Lastly, Hamza highlights the importance of setting boundaries, including learning to say no.

Othman emphasizes that managing emotions during stressful work requires self-awareness, proactive strategies, and intentional practices. She explains that cultivating self-awareness by identifying and labeling emotions as they arise is effective.

“An employee who feels angry about a project delay might pause to recognize their frustration rather than acting on it impulsively. By understanding the root cause of their emotion, they can approach the situation with a clearer mind,” she says.

Othman advocates for reframing perspectives, encouraging employees to view challenges as opportunities for growth instead of sources of stress.

Practical methods like taking strategic breaks to reset mentally and compartmentalizing work-related stress from personal life can further support emotional balance. 

Finally, Othman suggests channeling emotions constructively, such as using stress as motivation to organize tasks or focus on solutions, turning potentially disruptive feelings into productive outcomes.

THE ROLE OF LEADERS

Mohamed believes that managers and leaders are responsible for fostering a positive workplace culture in which employees feel safe learning from their mistakes and striving for continuous improvement.

“This can only happen when managers can shoulder the responsibility of their employees’ mistakes, view these setbacks as opportunities for growth, and ensure that team members feel secure enough to voice their concerns and seek support,” she explains.

Othman explains that promoting open communication is key, as it creates a safe space for employees to share concerns and emotions without fear of judgment. This can be achieved through active listening, validating feelings, and offering constructive feedback.

She also highlights the importance of managers modeling emotional intelligence. Leaders who regulate their emotions and remain composed during challenges set a positive example, encouraging team self-awareness and resilience.

“Providing access to support mechanisms, such as mental health resources, employee assistance programs, and stress management workshops, further reinforces a culture of care,” Othman adds.

Fostering an inclusive environment that celebrates diversity and addresses conflicts also ensures employees feel valued. These practices enhance emotional well-being, driving greater engagement, collaboration, and productivity.

Hamza adds that encouraging work-life balance through flexible schedules and regular breaks helps prevent burnout and supports overall well-being. By prioritizing these practices, managers can cultivate a resilient, engaged, and productive workforce.