Emotional labor in public libraries: leaders’ perspectives on organizational support

Abstract

Public libraries in Canada face growing social pressures that intensify the emotional labor required of staff—defined as managing emotions in professional contexts. This qualitative study explores how leaders at three large urban public libraries perceive and enact support for emotional labor. Through interviews, it examines policies, practices, and organizational structures such as hiring, training, and wellness initiatives. Findings reveal a disconnect between policy and staff experience: emotional labor is rarely acknowledged formally, and support is often framed as individual self-care rather than systemic change. Leaders expressed tension between their values and the lack of emotionally engaged leadership from upper management. The study calls for comprehensive interventions—policy reform, leadership development, and infrastructure investment—to ensure psychologically safe and sustainable library workplaces.