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Once you have a handle on your existing emotional culture, you can shape it in several ways. So it’s important to monitor and manage people’s feelings as deliberately as you do their mindset. Research shows that, for better or worse, emotions influence employees’ commitment, creativity, decision making, work quality, and likelihood of sticking around-and you can see the effects on the bottom line.
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That presents problems for both individuals and organizations. Most companies pay little attention to their emotional culture-which feelings people have (and should have) at work, and which ones they keep to themselves. It also suggests ways of creating and maintaining an emotional culture that will help you achieve your company’s goals. This article describes some of the ways emotional culture manifests at work-for instance, in the form of joy, companionate love, and fear-and the impact it can have in a range of settings and industries. So when managers ignore or fail to understand it, they’re glossing over a vital component of what makes organizations tick, and their companies suffer as a result.īy not only allowing emotions into the workplace but also consciously shaping them, leaders can better motivate their employees. The other critical part is emotional culture, which governs which feelings people have and express at work.īarsade and O’Neill have found that emotional culture influences employee satisfaction, burnout, teamwork, and even “hard” measures such as financial performance and absenteeism. Though that’s incredibly important, the authors’ research shows that it’s only part of the story. They tend to focus on cognitive culture: the shared intellectual values, norms, artifacts, and assumptions that set the overall tone for how employees think and behave at work. Most companies don’t realize how central emotions are to building the right culture.