UNHELPFUL HELP: Introducing an Under-Examined Interpersonal Stressor in the World of Work

The purpose of this chapter is to introduce an important and under-examined interpersonal workplace stressor, unhelpful help. Unhelpful help refers to any action taken by a supervisor and/or colleague that the recipient believes was intended to benefit them but is perceived as unhelpful or harmful. For example, a micromanager with good intentions may overstep while trying to support their employees. While unhelpful help may intuitively seem trivial or benign, it is associated with employee job-related negative affect, burnout, organizational frustration, physical symptoms, and counterproductive work behaviors. Furthermore, when compared with abusive supervision, unhelpful help from a supervisor is associated with lower perceptions of competence and autonomy among employees. To provide a deeper understanding of unhelpful help, seven types of unhelpful help are introduced and discussed: imposing support, uncomforting support, critical support, partial support, shortsighted support, conflicting support, and undependable support. Practical suggestions are highlighted throughout the chapter with the goal of making help more helpful at work.