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Measuring how teachers' emotions can impact student learning

A new tool developed by a University of Delaware researcher gathers data showing the emotional transmission between teachers and their students

Apr 4, 2025

4 min

University of Delaware professor Leigh McLean has developed a new tool for measuring teachers’ emotional expressions and studying how these expressions affect their students’ attitudes toward learning. McLean uses this tool to gather new data showing emotional transmission between teachers and their students in fourth-grade classrooms.

McLean and co-author Nathan Jones of Boston University share the results of their use of the tool in a new article in Contemporary Educational Psychology. They found that teachers displayed far more positive emotions than negative ones. But they also found that some teachers showed high levels of negative emotions. In these cases, teachers’ expressions of negative emotions were associated with reduced student enjoyment of learning and engagement. These findings add to a compelling body of research highlighting the importance of teachers’ and students’ emotional experiences within the context of teaching and learning.

“Anyone who has been in a classroom knows that it is an inherently emotional environment, but we still don’t fully understand exactly how emotions, and especially the teachers’ emotions, work to either support or detract from students’ learning,” said McLean, who studies teachers’ emotions and well-being in the College of Education and Human Development’s School of Education (SOE) and Center Research in Education and Social Policy. “This new tool, and these findings, help us understand these processes more precisely and point to how we might provide emotion-centered classroom supports.”

Measuring teacher and student emotions

McLean and Jones collected survey data and video-recorded classroom observations from 65 fourth-grade teachers and 805 students in a Southwestern U.S. state. The surveys asked participants to report their emotions and emotion-related experiences — like feelings of enjoyment, worry or boredom — as well as their teaching and learning behaviors in mathematics and English language arts (ELA).

Using the new observational tool they developed — the Teacher Affect Coding System — McLean and Jones also assessed teachers’ vocal tones, body posturing, body movements and facial expressions during classroom instruction and categorized outward displays of emotion as positive, negative or neutral. For example, higher-pitched or lilting vocal tones were categorized as positive, while noticeably harsh or sad vocal tones were categorized as negative.

Overall, McLean and Jones found that teachers spent most of their instructional time displaying outward positive emotions. Interestingly though, they did not find any associations between these positive emotions and students’ content-related emotions or learning attitudes in ELA or math.

“This lack of association might be because outward positivity is the relative ‘norm’ for elementary school teachers, and our data seem to support that,” McLean said. “That’s not to say that teachers’ positivity isn’t important, though. Decades of research has shown us that when teachers are warm, responsive and supportive, and when they foster positive relationships with their students, students do better in almost every way. It could be that positivity works best when done in tandem with other important teacher behaviors or routines, or it could be that it is more relevant for different student outcomes.”

However, they did find that a small subset of teachers — about 10% — displayed notable amounts of negative emotions, with some showing negativity during as much as 80% of their instructional time. The students of these teachers reported reduced enjoyment and engagement in their ELA classes and reduced engagement in their math classes.

“We think that these teachers are struggling with their real-time emotion regulation skills,” McLean said. “Any teacher, even a very positive one, will tell you that managing a classroom of students is challenging, and staying positive through the frustrating times takes a lot of emotional regulation. Emotion regulation is a particularly important skill for teachers because children inherently look to the social cues of adults in their immediate environment to gauge their level of safety and comfort. When a teacher is dysregulated, their students pick up on this in ways that can detract from learning.”

Recommendations for supporting teacher well-being

Given the findings of their study, McLean and Jones make several recommendations for teacher preparation and professional learning programs. As a first step, they recommend that teacher preparation and professional learning programs share information about how negative emotions and experiences are a normal part of the teaching experience. As McLean said, “It’s okay to be frustrated!”

However, it is also important to be aware that repeated outward displays of negative emotion can impact students. McLean and Jones also suggest that these programs provide specific training to teachers on skills such as mindfulness and emotion regulation to help teachers manage negative emotions while they’re teaching.

“Logically, these findings and recommendations make complete sense,” said Steve Amendum, professor and director of CEHD’s SOE, which offers a K-8 teacher education program. “After working with many, many teachers, I often see teachers' enthusiasm or dislike for a particular activity or content area transfer to their students.”

McLean and Jones, however, emphasize that supporting teacher well-being can’t just be up to the teachers. Assistant principals, principals and other educational leaders should prioritize teacher wellness across the school and district. If teachers’ negative emotions in the classroom result in part from challenging working conditions or insufficient resources, educational leaders and policymakers should consider system-wide changes and supports to foster teacher well-being.

To learn more about CEHD research in social and emotional development, visit its research page.

To arrange an interview with McLean, connect with her directly by clicking on the contact button found on her ExpertFile profile page.

Connect with:

Leigh McLean

Associate Research Professor, Education

Prof. McLean investigates how teachers’ emotions and emotion-related experiences including well-being impact their effectiveness.

Developmental PsychologyInstructional PracticesTeachers and TeachingWell-BeingClassroom Behavior

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Expert Q&A: What is Soft Diplomacy and how does it impact classrooms

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4 min

AI gives rise to the cut and paste employee

Although AI tools can improve productivity, recent studies show that they too often intensify workloads instead of reducing them, in many cases even leading to cognitive overload and burnout. The University of Delaware's Saleem Mistry says this is creating employees who work harder, not smarter. Mistry, an associate professor of management in UD's Lerner College of Business & Economics, says his research confirms findings found in this Feb. 9, 2026 article in the Harvard Business Review. Driven by the misconception that AI is an accurate search engine rather than a predictive text tool, these "cut and paste" employees are using the applications to pump out deliverables in seconds just to keep up with increasing workloads. Mistry notes that this prioritization of speed over accuracy is happening at every level of the organization: • Junior staff: Blast out polished looking but unverified drafts. • Managers: Outsource their ability to deeply learn and critically think in order to summarize data, letting their analytical skills atrophy. • Power users: Build hidden, unapproved systems that bypass company oversight. A management problem, not a tech problem "When discussing this issue, I often hear leaders blame the technology. However, I believe that blaming the tech is missing the point; I see it as a failure of leadership," Mistry said. "When already overburdened employees who are constantly having to do more with less are handed vague mandates to just use AI without any training, they use it to look busy and produce volume-based work. Because many companies still reward the volume of work produced rather than the actual impact, employees naturally use these tools to generate slick but empty deliverables." "I believe that blaming the tech is missing the point; I see it as a failure of leadership. Because many companies still reward the volume of work produced rather than the actual impact, employees naturally use these tools to generate slick but empty deliverables." The real costs to organizations and incoming employees Mistry outlines three risks organizations face if they don’t intervene: 1. The workslop epidemic "These programs allow people to generate massive amounts of workslop, which is low-effort fluff that looks good but lacks substance. It takes seconds to create, but hours for someone else to decipher, fact-check, and fix," Mistry notes. "This drains money (up to $9 million annually for large companies) and destroys morale. As an educator, researcher, and a person brought into organizations to help fix problems, I for one do not want to be on the receiving end of a thoughtless, automated data dump, especially on tasks that require real skill and deep thinking." 2. Legal disaster He also states, "When the cut and paste mentality makes its way into professional submissions, the risks to the organization are real and oftentimes catastrophic. Courts have made it perfectly clear: ignorance is no excuse. If your name is on the document, you own the liability. Recently, attorneys have faced severe sanctions, hefty fines, and case dismissals for blindly submitting fake legal citations made up by computers." 3. A warning for incoming talent For new graduates entering this environment, Mistry offers a warning: Do not rely on AI to do your deep thinking. "If you simply use AI to blast out polished but unverified drafts, you become a replaceable 'cut and paste' employee," he says. “To truly stand out, new grads must prove they have the discernment to review, tweak, and challenge what the computer writes. The hiring edge is no longer just saying, 'I can do this task,' but 'I know how to leverage and correct AI to help me perform it.'" Four ideas to fix it To survive and indeed thrive with these new tools and avoid the unintended consequences of untrained staff, organizations should: 1. Reinforce the importance of fact-checking and editing: Adopt frameworks that teach employees how to show their work and log how they verified computer-generated facts. 2. Change the incentives: Stop rewarding busy work, useless reports, and massive slide decks. Evaluate employees on accuracy and results. 3. Eradicate superficial work: Don’t use automation to speed up ineffective legacy processes. Instead, use it to identify and eliminate them entirely. 4. Make time for editing: Give yourself and your employees the breathing room to actually review, tweak, and challenge what the computer writes instead of accepting the first draft. Mistry is available to discuss: Why AI is causing an epidemic of corporate "workslop" (and how to spot it). The leadership failure behind the "cut and paste" employee. How to rewrite corporate incentives to measure impact instead of volume in the AI era. Strategies for implementing safe, effective AI policies at work. How new college graduates can avoid the "workslop" trap in their first jobs. To reach Mistry directly and arrange an interview, visit his profile and click on the "contact" button. Interested reporters can also send an email to MediaRelations@udel.edu.