Overlooked Power in Working Life
Have you ever noticed that in a workplace, not only job descriptions but also emotions carry an invisible agenda? Sometimes behind a raised tone of voice in a meeting, sometimes behind the distance in an email, there are emotions familiar to all of us: anger, anxiety, pride, disappointment, hope… Yet for many years, organizational literature has treated emotions as a “personal matter” and pushed them into the background. Today, however, we know that emotions are not only individual experiences but also powerful dynamics that shape the structure, functioning, and future of organizations (Ashkanasy, Zerbe & Härtel, 2002).
The Organizational Importance of Emotions
Among the elements that sustain a company, factors such as strategy, capital, and technological infrastructure are often listed. But what about the emotional climate of employees? Research shows that emotion regulation in the workplace and the creation of a healthy emotional culture influence a wide range of outcomes, from employee engagement to performance, from innovation to turnover intentions (Barsade & O’Neill, 2014). In short, organizations operate within a network woven with emotions. To ignore this network is like constructing a building without a foundation.
The Expression of Emotions: Silence or Giving Voice?
One of the most critical issues in working life is how emotions are expressed. Hochschild’s (1983) concept of emotional labor explains the moments when employees are required to display not what they truly feel but the emotions expected by the organization. What happens when an employee swallows disappointment instead of voicing it? Silence often looks like compliance but actually creates a kind of invisible loss. On the other hand, the constructive expression of anger or frustration can serve as an “early warning system” for the organization. What is crucial here is not suppressing emotions but sharing them in a constructive manner. Managers who create safe spaces where emotions can be expressed support the development of a healthy workplace culture. In short, while the suppression of emotions may appear to create short-term harmony, in the long run, it leads to burnout and alienation (Grandey, 2000).
Leadership and Emotional Resonance
Have you ever wondered why some leaders can easily motivate those around them while others merely delegate tasks? The difference often lies in emotional intelligence and resonance. Goleman (1995) emphasized that effective leaders stand out not only through their cognitive skills but also through their ability to recognize their own emotions, understand others’ emotions, and act in harmony with them. Leaders who can empathize and express their emotions openly and consistently form strong bonds with employees. This bond is not only about “feeling good,” but is also critical for the adoption of decisions, the resolution of conflicts, and the construction of a collective vision.
The Place of Emotions in Organizational Culture
Every organization has not only visible rules but also invisible emotional norms. Unwritten rules such as “Here, you don’t show anger,” or “Joy is not displayed too much,” determine the circulation of emotions. As Barsade and O’Neill (2014) highlight, organizational culture consists not only of values and beliefs but also of “emotional norms” that regulate which emotions may be expressed. However, environments where emotional expression is confined to narrow boundaries increase burnout and alienation in the long run. In contrast, organizations that allow diversity and emotional expression become more resilient at both the individual and collective levels.
The Organizational Memory of Emotions
Perhaps the question we should be asking is this: Are organizations merely places where we carry out our tasks, or are they collective spaces where we also carry our emotions? In reality, it is the latter. Emotions accumulate in the memory of organizations; a shared laugh and a lived disappointment are equally part of that memory. Therefore, organizations that succeed in engaging with emotions build not only more humane but also more sustainable structures.
Isn’t it time we stopped saying that emotions in organizations are “too personal”?