Impact of emotions upon performance
Business culture globally usually does not allow for emotions in business. This norm has been with us for several generations.
Organisations treat people literally as human resources. Latterly many executives have started to interpret emotional intelligence selectively, as a way of manipulating and controlling. This is harmful for the emotional capital of the organisation, warns the INSEAD international business school.
Having complex emotions is an advantage
The majority of leaders see positivity as a synonym for productivity. However, even ambivalence and uncertainty sometimes enable us to think more flexibly and discover new solutions which cannot be seen from a purely positive or negative point of view. If we are able to see both sides of contradictory issues and at the same time we do not fall into cognitive dissonance, we have a distinct advantage when some kind of transformation is taking place.
There are, however, two conditions: leaders and followers have to be aligned. Leaders must be honest about the competing objectives – and thus they are understandable. Emotions such as anger and fear can be beneficial if they lead to the initiation of change.
Founders of start-ups
The passion of visionary founders helps establish start-ups. Then, however, the passion must be sparked in the whole team of investors; otherwise, the company will not survive. The venture team must be cohesive and motivated. A strong sense of collective identity and loyalty is essential.
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