Anger is prevalent in organizations today and therefore the focus of significant research (Callister et al., 2017; Gibson and Callister, 2010; Lindebaum and Gabriel, 2016; Lindebaum et al., 2017). An examination of the extensive research on this topic reveals that the majority of these studies centre on the sender of anger expressions, their triggers, reactions (Booth and Mann, 2005; Fitness, 2000; Moura et al., 2015) and the consequences of these episodes in the workplace (Booth and Mann, 2005; Chen and Spector, 1992; Fitness, 2000). Recently, however, some researchers have addressed the impact and consequences of sender anger expressions on the targets of anger (Axelrod and Harlos, 2008; Callister et al., 2017; Harlos, 2010). Our aim in this chapter is to contribute to this research by examining how receivers (targets and observers) of anger at work perceive and manage workplace anger expressions. More specific-ally, we examine the attributions made about anger by those who witness anger (as receivers and observers) as well as the emotional regulation strategies they use to manage their response to such emotional displays. Overall, in line with the focus of this book, our research contributes to an increased understanding of how employees and managers use talk to explain their emotional experiences and reactions in the workplace. We then examine this talk in terms of dominant theories of emotion in the field.