The Hidden Emotional Labour of Working Through Cancer
- Elevation Occ Psy
- Jul 30
- 3 min read
When we think about working while managing cancer, the focus is usually on physical demands: treatment schedules, fatigue, or mobility. But there’s another, less visible demand that quietly drains energy every single day, emotional labour.
Coined by sociologist Arlie Hochschild, emotional labour refers to the effort we invest in regulating our feelings and expressions to meet workplace norms. For flight attendants, it’s smiling through turbulence. For teachers, it’s staying calm in chaos. For employees living with cancer, it’s projecting normalcy in the midst of chaos.
What Does Emotional Labour Look Like for Employees With Cancer?
Imagine this: You’ve just returned to work after chemotherapy. You’re exhausted, your body aches, and you’re anxious about your prognosis. Yet, in the office, or on Zoom, you put on your “professional face,” smile when greeted, and answer “I’m fine” when asked how you’re doing.
That’s emotional labour. It’s:
Suppressing fear or sadness to avoid making others uncomfortable.
Masking fatigue to maintain the image of competence.
Managing stigma by deciding when (or if) to disclose your diagnosis.
The cost? Research shows emotional labour correlates with burnout, emotional exhaustion, and even decreased physical health over time, especially when employees feel they must hide their authentic selves (Grandey & Gabriel, 2015).
The Stigma Factor: Why It’s Harder Than It Looks
Cancer still carries stigma at work, rooted in misconceptions about capability, reliability, and future employability. Employees often worry:
“Will I be seen as less committed?”
“Will this affect my chances for promotion?”
“Will people pity me, or avoid me?”
These fears amplify the emotional toll. In stigma theory, this is called anticipated discrimination, and it drives self-censorship, hyper-vigilance, and performance anxiety.
The Double Shift: Managing Illness and Impression
For employees living with cancer, the workday isn’t just about tasks; it’s a dual performance:
The visible job (projects, meetings, deadlines).
The invisible job (curating emotions, managing others’ reactions, avoiding bias).
Psychologists call this surface acting, changing outward behaviour without changing inner feelings, which is particularly exhausting because it creates emotional dissonance. Over time, this emotional mismatch erodes wellbeing and identity.
So, What Can Organisations Do?
Reducing this hidden burden requires systemic, not superficial, solutions. Here’s how:
1. Normalise Authenticity at Work
Leaders should model vulnerability and openness. When employees see authenticity rewarded, not penalised, they’re less likely to feel pressure to “perform normalcy.”
2. Train Managers in Empathic Leadership
Most managers want to help, but lack the skills. Training should cover active listening, confidentiality, and how to respond without pity or awkwardness.
3. Create Low-Stigma Policies Around Flexibility
If flexibility feels like a career penalty, employees will keep masking. Make it clear that flexible arrangements are a legitimate way of working, not a downgrade in status.
4. Promote Peer Support Networks
Talking with someone who gets it reduces emotional isolation and the need for impression management. Organisations can facilitate employee resource groups for chronic illness and cancer support.
The Bigger Question: Why Aren’t We Talking About This?
The reality is, emotional labour isn’t on most HR dashboards. It’s invisible. But for employees with cancer, it’s often the heaviest part of the job, heavier than any deadline.
When workplaces recognise and reduce this burden, they don’t just protect wellbeing; they unlock genuine inclusion. Because inclusion isn’t just about who’s in the room, it’s about whether people feel safe to be fully themselves once they’re there.
💬 Your turn: Have you ever felt pressure to hide how you really felt at work, because of illness or any other challenge? How did that impact you?
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