"Further, we expect individuals with larger multiplex workplace friendship networks will perform effectively because emotional support provides a mechanism to minimize distress (Lazarus & Folkman, 1984). Emotional support is a form of support that is not related to work tasks themselves; rather, it is a “backstage resource” that allows employees to indirectly manage their work demands (Lazega & Pattison, 1999). More specifically, rather than being a source of work‐related communication, emotional support comprises communication regarding good things at work, bad things at work, and nonwork topics (Beehr, Jex, Stacy, & Murray, 2000), and having access to an outlet that allows the discussion of non work‐related topics and concerns fulfills socio emotional needs (Cobb, 1976; Cohen & Wills, 1985). Thus, emotional distress can be effectively managed with emotional support, decreasing the saliency of emotional distractions and, ultimately, allowing employees the opportunity to address work tasks. Along these lines, both AbuAlRub (2004) and Beehr et al. (2000) found a positive association between emotional support and job performance. Taken together, we theorize that access to emotional support will decrease attention paid to emotional distractions and increase productive work time, which will positively impact job performance."