Emotions at work
“You have to be professional at work.”
“We leave our emotions at the door.”
These are the ideas that have shaped the way we think about work and professional relationships over the years. The reality, however, is quite different. Because each of us comes to work not only with experience and skills, but also with emotions — stress before an important meeting, frustration after a failed project, satisfaction from a job well done, or uncertainty in the face of change.
And although we rarely talk about it openly, these emotions affect everything:
- the way we make decisions
- the quality of our communication
- level of engagement
- and relationships within teams
Ignoring them doesn’t make them go away. It simply means they start running ‘in the background’ — often in ways that are difficult to control.
So the question is no longer are emotions a factor at work?, but: CAre organisations able to identify them and manage them effectively?
Emotions as an indicator of an organisation’s health
For a long time, emotions were regarded as something ‘extra’. Today, it is becoming increasingly clear that they are one of the key factors influencing how an organisation operates.
Badania pokazują, że aż 92% pracowników uznaje za ważne pracować w firmie, która dba o dobrostan emocjonalny (American Psychological Association, 2023). Jednocześnie 1 na 6 osób doświadcza problemów ze zdrowiem psychicznym w miejscu pracy (Spill, 2023), co pokazuje skalę wyzwań, z jakimi mierzą się organizacje.
From the perspective of the Polish market, the situation is similar. The No Fluff Jobs report indicates that the average level of happiness at work is just 5.7 out of 10.
An even more complete picture emerges from Gallup’s latest report. In 2025, global employee engagement fell to 21%, marking the second decline in the last 12 years. The European figure remains at 13%. In Poland, however, there is a clear downward trend. From % in 2022 to just 8% in 2024 (Gallup, 2025).
There is more to these figures than just a change in the statistics. They signal a growing disconnect between employees and their organisations, as well as a decline in the sense of purpose and influence at work.
This is also confirmed by data on general well-being. Only 33% of people worldwide view their lives positively. The majority, however—as many as 58%—see their lives as a constant struggle, whilst 9% describe themselves as ‘suffering’. Although Europe fares slightly better (47%), Poland achieves a level of 40%, which continues to point to significant challenges in the area of employee well-being (Gallup, 2025).
The cost of ignoring one’s emotions
Ignoring emotions has consequences — both for people and for the company’s performance.
A comprehensive meta-analysis suggests that employees who are adept at managing their own emotions and those of their colleagues are more engaged with the organisation. They are more likely to demonstrate civic-minded behaviour, experience greater job satisfaction and achieve better results. At the same time, this group exhibits lower levels of work-related stress. This clearly indicates that the development of emotional intelligence should be a key component of organisational activities — both in the area of employee development and in recruitment processes (Frontiers in Psychology, 2022).
Emotions at work – what do employees really need?
It’s not about bringing more emotion into the workplace. It’s already there — every day, in every conversation, in every decision.
It is becoming increasingly clear that what matters to employees is not just what they do, but also how they feel whilst doing it. A sense of security, being listened to, and the opportunity to express one’s opinion — these are not merely ‘nice-to-haves’, but real factors that influence engagement and productivity.
In an environment that takes emotions into account, people are more likely to speak up, more willing to share ideas and quicker to respond to change.
Where emotions are ignored, a sense of distance sets in, engagement drops and frustration grows.
What can organisations do?
The good news is that you don’t need a revolution to start managing your emotions better at work. Often, it’s the everyday, seemingly small actions that shape the organisational culture that make all the difference.
Leaders play a huge role. They set the standard for communication — they demonstrate, can people speak openly, ask questions and admit to mistakes within the team?. The way they respond to difficult situations has a direct impact on how their teams feel.
Emotional intelligence is also becoming increasingly important. The ability to recognise emotions, identify them and respond appropriately is no longer just a ‘nice-to-have’. It is becoming one of the key skills in teamwork.
It is equally important to create an environment where employees have the space to speak their minds and be heard. Where there is trust, there is greater openness, better cooperation and fewer ‘unspoken tensions’ that often hinder effectiveness.
Summary
Emotions at work are not an obstacle to professionalism. They are part of it.
Organisations that understand this not only manage their teams more effectively, but also create environments where people genuinely want to work.
What’s more, ultimately it is not just strategies and processes that determine a company’s success — but also how people feel within it.
Bibliography:
- American Psychological Association. (2023). Work in America Survey 2023.
- Frontiers in Psychology. (2022). Emotional intelligence and work performance.
- Gallup. (2025). State of the Global Workplace.
- No Fluff Jobs. (2024). Happiness at work – a report.
- Spill. (2023). Workplace mental health statistics.