Decades of research show emotions have value at work, yet leaders often undervalue and misunderstand them. Many leaders see emotions as distractions from execution, sources of clouded judgment, or obstacles to good decision-making. Other leaders categorize emotions as 'negative' and believe they damage relationships or signal weakness and unprofessionalism when displayed. These persistent beliefs cause emotions to be treated as liabilities rather than strategic resources that can inform judgment, strengthen relationships, and improve leadership effectiveness when understood and managed.
Despite decades of research proving their value at work, emotions remain one of the most undervalued-and misunderstood-resources available to leaders.
Too many leaders still believe that emotions distract from execution, cloud judgment, or hinder good decision-making.
Others believe that so-called "negative emotions" harm relationships, or that showing emotion makes you seem weak or unprofessional.
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