Exploring Emotion Science. Numbers v Narratives. 

Most emotion research at work falls into two camps. One counts emotions. The other listens to stories. And according to Stephen Fineman, only one of these truly captures the messy, human reality of how we feel at work.

In his paper “Appreciating Emotion at Work: Paradigm Tensions,” Fineman critiques the over-simplification of emotion in organisational science. He makes a passionate case for moving beyond tidy surveys and into the rich, political, uncomfortable truth of workplace emotion.

Two Ways to Study Emotion at Work

Fineman defines a key tension:

• Essentialist approach: Emotions are seen as internal states inside individuals. Researchers try to measure them like any other variable through surveys, tests, and scores. This is where emotional intelligence and positive psychology usually sit.

• Interpretivist approach: Emotions are shaped by the world around us, our culture, relationships, language, and power dynamics. Resea

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A new study from Nigeria’s Benson Idahosa University shows that leaders who stay emotionally connected during crises build trust, ease anxiety, and help people move forward together.

The Big Idea: Emotion is Contagious

Emotions ripple through organisations. Leaders don’t just manage plans, they shape the emotional climate. Calm, care, and confidence spread just as easily as fear, frustration, or doubt.

“Leaders who stay emotionally connected are better equipped to manage their own feelings and influence the emotional tone of their teams and stakeholders.” — Achilike & Nwaoboli, 2024 

5 Key Emotional Insights for Connected Leadership

1. Stakeholders feel deeply during crises, and those emotions shape outcomes

In a crisis, people feel first and think second. Stakeholders often experience fear, uncertainty, or frustration. If these feelings are ignored, trust can break down. If they’re acknowledged, trust deepens.

“Unresolved emotions can lead to conflicts, complicating the o...