By Dr. Monika Klein and Dr. Anna Rostomyan

The artistic journey from graffiti-adorned walls through canvas to digital is one that René Holm has not travelled alone. At the heart of his creative endeavour is his desire to take his audience with him, an ambition in which he has succeeded in a very real sense, as Monika Klein and Anna Rostomyan recount.

In the changing world of contemporary art, the Danish painter René Holm stands as a compelling figure whose career traces the evolution of artistic media and audience engagement. From graffiti-covered walls in Esbjerg to immersive virtual reality installations, Holm’s work reflects not only a personal metamorphosis but also the broader transformation of how art is made, experienced, and understood in the art world over the past three decades.

Holm’s artistic journey began in the 1980s, heyday of hip-hop, which popularized breakdancing, rap, and graffiti in Europe. “I was the right age, I had a bit of a rebellious streak, and I was interested in creating large-scale ‘drawings,’ so I was completely hooked,” Holm said in an interview with Les Nouveaux Riches magazine.

The medium was democratic, public, and uncensored. But as life matured, so did the medium.

For nearly a decade, he painted the streets of Denmark, both legally and illegally, driven by the immediacy and adrenaline rush of urban expression. Holm recalls, “It was the hip-hop wave, break-dance, graffiti, music—it all came together.” The medium was democratic, public, and uncensored. But as life matured, so did the medium. The transition to canvas was not a retreat, but a readjustment—a shift from nocturnal adrenaline to introspective permanence. “I felt the need to create works of art—real paintings,” Holm said. “I wanted to see if I could make the transition from graffiti to canvas.”

Holm’s early studio works were abstract, inspired by Italian urban space and pop art. Over time, his canvases evolved into psychological landscapes populated by faceless figures, forests, and boats—symbols of journey, shelter, and existential drift.

“I rarely paint faces,” he explains. “I want viewers to see themselves in the painting.” This openness invites dialogue, transforming passive viewers into active participants. Then, by activating their imagination, viewers can experience a wide range of emotions. If artists leave some space for the imagination to be stimulated and transform them from passive participants into active ones, there can be very lively and clear nonverbal communication between the artist(s) and the viewer(s).

The critic Noah Becker, writing for Whitehot Magazine (2018), observed that Holm’s paintings “have both a physical and psychological dimension,” often using darkness and nature to evoke emotional depth. The forest, a recurring motif, is “a place where we play, take a walk to clear our minds, but also a place to hide and survive,” Holm says.

The shift from graffiti to oil was also a shift in audience. Street art speaks to the passerby; gallery art speaks to the seeker. Holm’s work began to attract those willing to linger, to interpret, to think, to feel. His exhibitions became spaces of catharsis, where viewers found reflections of their very own emotional histories, stories, and experiences.

Holm’s first foray into digital art came unexpectedly. Unable to ship his paintings to the Istanbul Biennial, he created finger-drawn works on his iPhone and distributed them via QR codes. “I was sitting in Central Park, New York, making art with my fingers,” he recalls. “No shipping, no studio—just sun and pixels.” It was a revelation: art could be dematerialized, decentralized, and still deeply personal. This experiment foreshadowed a broader trend in the art market—the rise of digital accessibility. Holm’s QR code project democratized his work, allowing audiences to engage without physical proximity—a precursor to the virtual turn that would define his next chapter.

In the frame of project T.A.B – Holm recently began collaborating with new media artist Rufus Rafał Pietrowicz. Rufus transferred Holm’s paintings from canvas to the digital world. The integration of XR technology with traditional art forms is not only a technological innovation, but also a fundamental change in artistic practice, exhibition, and reception. Get lost willingly allows viewers to “step inside” traditional works of art. These technologies create new dimensions of experience that can deepen engagement and reach new audiences (Klein & Pietrowicz, 2025). This represents a radical expansion of his practice. During these immersive exhibitions, viewers don goggles and step inside Holm’s paintings. Trees rustle, figures breathe, and the viewer becomes a wanderer through Holm’s psychological terrain, which has the chance to revive in front of the eyes of the viewer and enhance the emotional experience.

This change is not only technological, but also philosophical. Traditional painting is static, while VR is dynamic. In Holm and Rufus’s hybrid exhibitions, viewers first encounter the physical canvas and then enter its digital echo. This juxtaposition challenges perceptions of reality, authorship, and presence. As Klein (2025) argues in their study on XR art, “hybrid art forms create multidimensional experiences that significantly increase audience engagement while expanding, rather than limiting, artistic intentions.”

The art world has expanded and become more pluralistic. What matters is the extent to which a work enriches the viewer’s sensitivity, broadens their imagination, opens their eyes, and encourages them to see things differently. And this is what we see in the collaboration between René and Rufus. What’s more significant, it not only influences the viewer, but also allows the creators themselves to expand their imagination. “It was crazy,” he says. “I was walking inside my own painting.”.

This is the beginning of opportunities to reach new audiences, inspire change, and emphasize the inclusive nature of technology. “I don’t want technology to provoke escapism”, says Rufus.

For younger audiences raised on screens, VR offers a gateway into art. “Don’t start with Van Gogh,” Holm advises. “Start with street art, then guide them into contemporary and classical works.” His VR shows are not replacements but extensions—new doors into old rooms.

Despite his digital ventures, Holm remains fiercely loyal to traditional materials. His paintings are layered with oil, pigment, fabrics—and even bodily fluids. “I spit in my colors,” he says. “My DNA is in every painting.” This visceral connection underscores a key tension in contemporary art: the machine can replicate form, but not essence.

Holm’s emphasis on physicality provides a counterpoint to the development of AI-generated art. “A machine can copy a photo,” he says, “but not the structure, not the soul.” His works remind us that in the age of algorithms, the human touch still matters. This intuitive connection highlights a key tension in contemporary art: a machine can reproduce form, but not essence. They are programmed to encode and decode emotions, but they lack the emotional depth of humans. And although they can express genuine emotions, thanks to the enormous advances in artificial intelligence in the field of emotions, they still lack human psychological and emotional experiences (Rostomyan, 2024).

For Holm, success is not measured in market metrics but in emotional resonance. He recounts a moment in Szczecin, Poland, where a young woman stood before one of his darker paintings and whispered, “This is exactly how I felt five years ago.” That connection—a silent recognition across borders and backgrounds—is the true currency of his practice. In the interview for Whitehot Magazine (2018), Holm declared, “As a painter who normally uses brighter colors, it’s a challenge to work with dark colors”. “Dark” painting has been around since the Renaissance, the source tells. Throughout the history of art, “black” painting has made a huge impact in terms of both colour and theme, and artists have used it to depict dramatic and/or historic events.

Whether in Denmark, Germany, or the United States, Holm’s work elicits universal responses. “People ask, ‘Why is your work so dark if you’re from the happiest country in the world?’” he laughs. “But art isn’t about surface happiness. It’s about depth,” he joyfully adds.

Art is indeed a very powerful form of non-verbal communication that conveys ideas, thoughts, emotions and feelings, internal states and stories without explicit words by means of using elements like colour, shape, images, and form. This allows for universal understanding, transcending cross-culturally and bridging language barriers, and is used in various art forms such as painting, sculpture, dance, and music. It is the depth of the artists that transcend in the minds of the viewers, while they engage in a co-existing world alongside the artist, trying to themselves feel the emotions that this or that artist was experiencing now of creating their artworks.

Looking ahead, Holm dreams of exhibitions that engage all senses—sight, sound, smell, touch. Leaves on the floor, scents in the air, paintings on the wall, and VR in the corner. “I want people to step into a world,” he says, “not just look at it.” This will be a real revolution, because when all human senses are activated during the experience of art, including the basic senses such as sight, hearing, smell, and touch, this will enhance the emotional impact on the audience, as we usually perceive emotions from the outside world through our senses, and when not only sight but also other senses are activated, the experience of art will have the greatest chance of evoking much stronger emotions. And since Rostomyan (2020) states in her research that rationality and emotionality are closely related and intertwined, going hand in hand, in the case of heightened emotionality, this will also have an impact on the rationality of viewers.

René Holm’s journey is a testament to the evolving dialogue between medium and message, artist and audience. From spray cans to VR headsets, his work invites us to reflect, to feel, and above all, to enter the painting—whether with our eyes, our feet, our mind or our hearts.

Art is a space for emotions, identification, imagination, and a cross-cultural dialogue.

René Holm, whose work has evolved from graffiti to immersive VR experiences, is an example of how art transcends traditional boundaries of medium, reception, and definition, as well as crossing intercultural bridges. His journey from the streets of Esbjerg to virtual forests shows that art does not merely have to be limited to a physical object or a gallery—it can be an experience, an emotion, a space for reflection.

Lastly, we can ask, “Are there any objective criteria for art?” Certainly not in the sense of a simple economic calculation. In the 20th century, Duchamp made art out of everything, and Beuys, to paraphrase a famous quote, made everyone an artist. In the third millennium, the challenge is posed by technology, which democratizes the creative process and allows everyone to create. Art is a space for emotions, identification, imagination, and a cross-cultural dialogue. Holm proves that in the third millennium, the Utopian vision of the avant-garde is coming true—the world is becoming much more artistic cross-culturally, and everyone can be a creator and participant, thus gaining the greatest chance to contribute to the history of art and leave a vivid print and a strong landmark in this world.

About the Authors

Dr. Monika Klein, an award-winning movie producer and design expert, specializes in creative sector economics, regional development, and business models. With over 80 works, she excels in design thinking, service design, and user-focused solutions. Renowned for leading teams to success, she inspires impactful projects across diverse creative and social spheres.

Dr. Anna Rostomyan, an assistant professor and certified EI coach, specializes in the linguistic cognitive analysis of emotions and their impacts on life and business. With seven books, over 100 publications, and readers across 100 nationalities, her research highlights the irreplaceable role of emotional intelligence in achieving better business outcomes.

References

1. Becker, Daniel (2018). “A Look at the Dark Paintings of René Holm”. Noah Becker’s Whitehot Magazine for Contemporary Art. Published in February. Available at: A Look at the Dark Paintings of René Holm

2. Klein, M. and Pietrowicz, R. (2025) “To Get Lost Willingly – A Study of Traditional and Digital Art Collaboration Through Extended Reality Technologies”, Journal of Creative Perspectives, 1(2), pp. 1–10. Available at: https://academichub.eu/CreativePerspectives/index.php/journal/article/view/10 (Accessed: 29 October 2025).

3. Lichterwaldt, Daniel (2021). “Contemporary artist. René Holm”. Les Nouveaux Riches. Published on August 5. Available at: Les Nouveaux Riches Magazine – Contemporary artist. René Holm

4. Rostomyan, Anna (2020). Business Communication Management: The Key to Emotional Intelligence. Hamburg: Tredition.

5. Rostomyan, Anna (2024). Rostomyan, Anna (2024b). “Insights into Emotion Detection with EI Tools and Its Applications through Artificial Intelligence (AI) in Human-Machine Interactions”. Proceedings of the 1st BSBI International Conference on Artificial Intelligence (AI), 2(1), (Special Issue) Scientific Journal of Human and Machine Learning, Berlin School of Business and Innovation (BSBI), Berlin, Germany.

The post The Artist Without Limits – From Classic Art to Pixels appeared first on The European Business Review.

By Dr. Anna Rostomyan

In order to thrive, start-ups and other innovative ventures are well advised to begin with a well-thought-out plan. Could the concept of strategic management have something to offer in that regard? Here, Anna Rostomyan checks out the pros, cons, and potential pitfalls of the approach.

In today’s globalized, capitalized, and digitalized world, there is a distinct need for better management skills, strategies, and techniques. There is a novel field of study in the applied sciences that entails the strategic planning, implementation, management and assessment of such policies, namely strategic management.

Definition: Strategic management (SM) can be defined as formulating, defining, planning, implementing, evaluating, and tracking the progress of the set objectives (David, 2001).

In this respect, we have to bear in mind that all the interrelated processes should be involved, such as marketing, branding, finances, research and recruitment so that to optimize successful operations.

Here, it is highly important to note that all the current trends in the market should be taken into account to ensure supply and demand optimization.

SM consists of the following main three stages:

1. Strategy formulation

Developing and setting a clear mission, having a vision and values, assessing strengths and weaknesses, establishing short-term, long-term, monthly, and bi-monthly, as well as annual objectives, generating alternative strategies, choosing distinct paths to follow, conducting proper market research to reveal trends and tendencies, choosing team numbers, and setting clear-cut priorities.

2. Strategy implementation

Establishing an organizational structure (hierarchical / flat / mixed), selecting between, for example, a goal-friendly, market-oriented, clan- (team-) oriented and family-oriented organizational structure, recruiting the required staff, segmenting the corresponding divisions in accordance with the team members’ strengths and weaknesses, allocating budgets, mentoring and coaching the team towards mutually beneficial goals, utilizing the available information tools, rewarding the successes of the employees, applying the best-possible policies, tools, and techniques of both the C-suite-level management and leadership, the division heads, and of the mid-level employees to guarantee eventual success, strengthening the bonds between the team members by various team-building events and joint ventures, sometimes rotating the team members to reveal their talents and relevant skills.

3. Strategy evaluation

First and foremost, to be able to evaluate and assess at a final stage the team’s success, the C-suite-level top managers should set clear KPIs to follow, which should include the management’s clear-cut expectations of the employees. Secondly, all the internal and external factors hindering success should be taken into account to be able to clearly assess progress and threats. Thirdly, an elaborate level of equity should be set when measuring each of the team participants’ personal capacities, abilities, and skills to ensure equality. Last, but not least, in the evaluation process, even the smallest and biggest wins should be celebrated and taken into account when deciding whom to promote. All this will give the strategists the maximum ability to assess and reassess what went well and what went wrong, so that they can adjust the future strategic goals and intentions in order for the company to flourish.

Strategic management actually allows an organization to be more proactive in following its initiative and the correlated activities in which reinforcement should be at the core, while benefiting from mutually set goals and strategies.

Strategic management actually allows an organization to be more proactive in following its initiative.

In this connection, it is noteworthy that higher management should to a certain degree empower the employees to be creative and innovative, which can be very beneficial in acquiring the set objectives and realizing the initial mission and vision, while sticking to its core values and promoting a healthy workplace culture where the well-being of the employees is of paramount importance.

If the above is respectfully and consistently followed, there may be various crucial benefits, such as:

a. Financial benefits

High performing firms and teams that set clear goals and target the market with a market-oriented strategy will eventually attain high sales by means of leveraging the potential of their team-members. As Simon Sinek truly stated, “Take care of your people and your people will take care of you”, which brings us to the second highly important point. If the company gains financial benefits in terms of a stable gross income and high revenue, it can pay back the employees and pay off business partners, as well as invest in further ventures.

b. Personal benefits

if its “people” are at the core of the company’s values, both the company and the involved parties (both external and internal stakeholders) will eventually benefit from such a strategic perspective, since, when doing business, we should always remember that we are dealing with people endowed with emotions, feelings, beliefs, motivations, and intentions. As Dale Carnegie stated, “When dealing with people, remember, you are not dealing with creatures of logic but creatures of emotion.” Thus, if we take into account the emotions and feelings of those with whom we interact, both parties will consequently benefit from such interactions, since people may forget what you said or did, but they will never forget how you made them feel.

c. Non-financial benefits

It follows from the above that an organization’s people are its greatest asset. Thus, if a company is not only market-oriented, but also people-focused, the investment in its people will surely pay off in the longer run. This may manifest itself, for instance, through human sustainability, with people staying in the company for the long term, since nowadays Gen Z are inclined to change roles and companies far quicker compared with, for instance, baby-boomers. Thus, if the company manages to keep its people involved, interested, and respected, the human capital of the company will be raised and there will be no need to invest time and energy in training newbies (Rostomyan & Rostomyan, 2023).

Although the foregoing suggests that strategic management is mostly beneficial for organizations, companies, and institutions, it has both advantages and disadvantages. According to Campbell (1999), a common complaint is that, “Strategic plans are documents that you prepare for the corporate center and later forget.”

Here are some insights into their benefits and pitfalls:

a. The possible advantages of SM

1. With the provisions of SM, the businessmen will not lose track of their initial plan, mission and visions, without overlooking their values.
2. Joint ventures can open up wider opportunities and chances to cooperatively work towards mutually beneficial goals.
3. Foreign operations can accelerate the sales and heighten costs, as well as provide wider markets.
4. SM can provide a much better cost-efficiency while working on multiple projects.
5. The political treatment and business policy in foreign countries can be more attractive and highly beneficial in expanding the scope of the company.

b. The possible disadvantages of SM

1. While always only looking for the plan, we might neglect the needs, worries, concerns, and expectations of the people.
2. In case of doing business internationally, one might lose track of the initial plan, if not holding it in front of the eyes of the upper management.
3. Going international can inquire learning the new local educational, cultural, legal, economical, traditional, social, environmental, occupational, emotional, and technological rules and regulations.
4. Dealing with a new system of monetary funds can complicate a bit the entire strategic process.
5. Therefore, one must be flexible to acquire new skills and get adapted to newly sprouted situations.

Taking into account the benefits, pitfalls, and drawbacks of strategic management, companies should have a mission statement that will guide them throughout the entire process, acting as a lighthouse.

For this, one should understand what statement in a business setting is.

Definition: A business statement is a clear purpose that differentiates one organization from the other: it answers the most crucial question on what makes a business stand out from the crowd (David, 2001).

Thus, with the help of the business statement, otherwise called “creed statement”, the founders can set out their philosophy concerning the beliefs, goals, objectives, and targets of the company.

Definition: As for mission statement, it is a declaration of attitude, purpose, and outlook towards a specific plan that makes the business ride worthwhile (David, 2001).

Let us have a closer look at the mission statement’s characteristics:

1. Firstly, a clear mission statement makes it possible to generate objectives, as well as facilitate feasible alternatives and strategies in a creative manner.
2. Secondly, in the mission statement, the reconciliation of all standpoints should not be overlooked, where all the stakeholders are taken into account, such as the board directors, the managers, employees, suppliers, customers, consumers, business partners, general public, competitors, etc.
3. Therefore, a clear mission statement is essential for effectively establishing goals and objectives. In fact, an enduring statement of purpose distinguishes a business from other similar corporation.

As a matter of fact, the importance of vision and mission in companies must not be undervalued and should be paid respect to. Campbell (1999) claims that both of these terms are crucial, saying that a “vision” is a possible and desirable future state of the organization, whereas a “mission” is more of an associated phenomenon linked to behavior, skills, and the present state of the organization and its people.

Furthermore, the significance of the vision and the mission statement of the company / organization / institution in effective strategic management is unarguable. Therefore, before starting a business, founders and managers should focus their attention on elaborating its development.

The process may, for instance, be as follows:

1. To set clear goals and communicate them effectively with the team-members.
2. To ensure that the purpose and company culture are followed in the company.
3. To create a positive workplace atmosphere where everyone is feeling seen, heard, and appreciated.
4. To specify the organizations purpose, and translate it into distinct milestone objectives.
5. To be a role model for the team-members to look up to and to follow.
6. To lead the team towards success, occasionally adjusting leadership styles according to the situation, in order to meet the set objectives collectively.
7. To praise achievement.
8. To assess progress.

Apart from the above logically constructed strategies, there is also a subtle field that should not be overlooked, namely the phenomenon named as intuition. In fact, intuition and gut instinct are the ones that tell you what to do when everything just does not feel right. Have you ever found yourself in a situation where all the facts and logical verifiable were all greatly seeming beneficial for the launch of your business or a joint venture, but deep inside a voice told you that that is not the right direction to take, that is our intuition on play.

As a matter of fact, women are believed to based their decisions (both in their private lives and in business-related issues) more on intuition rather than on logically grounded facts, which our research at Porsche Central and Eastern Europe and Porsche Center Yerevan also came to prove.

We conducted an online survey of 20 corporate participants from Porsche Central and Eastern Europe and Porsche Center Yerevan on whether men and women tend to rely more on their intuition and emotions when taking decisions. The results were obvious, since women are more often inclined towards taking decisions based on their intuition and gut instinct; as they say, when a woman asks you a question, she most probably already intuitively knows the answer.

Our research suggests that the new concept of FQ (female quotient) does truly reflect this difference in decision making in men and women, pointing to the fact that in the business sector, too, there is place for intuition and gut instinct.

As for the interrelation between strategic planning and intuition, it is vital to state that, here as well, we should not let go of our gut instinct and intuition, which have the greatest potential to guide us in the right direction in choosing the best path, since based on past experiences, people have the ability to make the better-suited decisions that their gut tells them to. In fact, as they say, we have three heads, namely (a) the cephalic (head), (b) the cardiac (heart), and (c) enteric (gut), the cooperation of which guides us in our daily activities, in both the personal and professional contexts.

Our gut instinct and intuition have the greatest potential to guide us in the right direction in choosing the best path.

Furthermore, as Albert Einstein once stated, “Imagination is more important than knowledge, because imagination is boundless, whereas knowledge is limited.” This quote suggests that it is always good to have a plan and to stick to it, especially in situations of uncertainty, yet we should activate our imagination, which will open up doors unimaginable in the past. As manifestation experts tell, we have to first imagine our end-goal in order to be able to manifest it. Yet, as Marisa Peer, the RTT guru, says, we should not let our dreams extract us from reality; they can simply be a map for us to follow. And, as Mel Robbins suggests, manifestation is not a simple trick to do by means of imagining end results; instead manifestation is the bridge towards our goals and if we also clearly see the obstacles on our imagined path and picture how we can overcome them, these actions will become the bricks of the bridge leading us towards our dream results.

In addition, for efficient strategic management, there should be a code of conduct embedded in the ethics of the business. Business ethics, in fact, entails the unspoken form of conduct that encompasses an outspoken, articulate verbal and non-verbal, as well as visual, demeanor of the parties involved, such as, for instance (but not limited to):

1. Dressing accordingly (whether strict business or business casual style in accordance with the dress code)
2. Being on time according to the set schedule (even a little bit before the set time)
3. Greeting politely (respecting hierarchical factors)
4. Firmly shaking hands when greeting other parties (showing respect)
5. Display a smiling face (a vital component of emotional interaction)
6. Looking straight into others’ eyes (being trustworthy)
7. Drafting professionally tailored emails, reports, and annual greeting cards
8. Participating in the company’s meetings, events,  and webinars
9. Building a strong network with internal and external stakeholders
10. Apologizing when at fault, showing integrity and compassion
11. Being open to constructive feedback and providing advice when asked
12. Doing extra, while showing interest in the company’s eventual success.

The above are just a few vivid examples that belong to everyday business ethics. If all the parties involved take good care of their ethical demeanor and expression in professional settings, and upper management praise such manifestations, both the company and the people involved will certainly thrive in their endeavors, while enjoying and loving what they do and those with whom they interact. These seemingly minute actions can also be considered to be part and parcel of strategic management, where people express themselves ethically.

One example of effective strategic management is Apple Inc., which was facing bankruptcy in the 1990s. A possible reason for this might have been the estrangement of co-founder Steve Jobs, who was basically the lighthouse of the company’s first mission and visions. With this alienation, the company, representing a ship, might not know which path to follow in order to achieve success according to its initial goals and objectives. So, one the of the strategic solutions was calling Steve Jobs back to the company to lead it again. When Steve came back in 1997, he realized that the divisions were not functioning well. After analyzing the situation, he came up with a very clear strategic plan involving “experts leading experts,” meaning that only a marketing expert could lead the marketing department, only an IT expert could lead the IT department, etc. This strategic change led to beneficial results and, alongside some other strategic actions like the launch of the iMac (1998), iPod (2001), and iPhone (2007), brought the company out of bankruptcy also due to its strong brand heritage.

Ever since Steve Jobs implemented the so-called functional organization, Apple’s managers at every level, from from the top downwards, have been expected to possess three key leadership characteristics: (a) deep expertise that allows them to meaningfully engage in all the work conducted within their individual functions; (b) immersion in the details of those functions; and (c) a willingness to collaboratively debate other functions during collective decision-making processes. As a result, when managers have these attributes, decisions are made in a coordinated fashion by the people best qualified to make them (Podolny & Hansen, 2020).

To sum up, it is always a good idea to have a plain plan to follow in your hands, especially when starting a business, that will allow you to stick to your initial plan, while also being flexible to adapt to novel situations, contexts, and opportunities. Here, the notions of mission and vision must not be underestimated. Furthermore, it is highly recommendable to rely on your intuition, too, since the heart knows reasons which reason knows nothing of. Strategic management is there to guide managers towards mutually beneficial end-goals. If we take all the advantages and disadvantages of strategic management into account, we can be better at leading our teams towards mutual success, where all the involved parties are taken into consideration and are taken good care of. 

About the Author

Dr. Anna Rostomyan an assistant professor and certified EI coach, specializes in the linguo-cognitive analysis of emotions and their vast impacts on our lives and businesses. With seven books, about 100 publications, and readers from across 100 nationalities, her research and writing mainly highlight the immense role of emotional intelligence in achieving better business outcomes.

References:

1. Campbell, Andrew (1999). “Thinking about… Tailored, Not Benchmarked: A Fresh Look at Corporate Planning”. Harvard Business Review, March-April. 41-51, available at: https://hbr.org/1999/03/tailored-not-benchmarked-a-fresh-look-at-corporate-planning

2. David, Fred D. (2001). Strategic Management: Concepts & Cases. Eigth edition. Francis Marion University, New Jersey: Prentice Hall.

3. Podolny, Jole M. Morten T. & Hansen (2020). How Apple is Organized for Innovation. Harvard Business Review. November-December issue, accessed on 10.12.2022, available at: https://hbr.org/2020/11/how-apple-is-organized-for-innovation

4. Rostomyan, Anna (2022). “Efficient Decision-Making with EQ Skills in Business”. The European Business Review, September-October, available at: https://www.europeanbusinessreview.com/efficient-decision-making-with-eq-skills-in-business/

5. Rostomyan, Anna & Armen Rostomyan (2023). The importance of emotional capital in companies. Int J Res Hum Resour Manage 5(2):53-57. DOI: 10.33545/26633213.2023.v5.i2a.150

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By Dr. Anna Rostomyan and Dr. Monika Klein

In the wake of global lockdowns, fashion—once a statement of personal and public identity—was suddenly confined to private spaces. This study sought to explore those behavioural shifts and offer insights into the evolving mindset of fashion consumers in the COVID and post-COVID times, also taking psychological biases into account.

We all mostly view fashion in terms of fashionable clothing and style. Yet fashion is far more than that; it actually involves trends in architecture, trends in decoration, trends in clothing, in linguistic choices and even trends in our communication styles.

Truly, in our everyday life, we embrace various instances where we willingly or unwillingly deal with fashion trends, be it in terms of what to wear, where to dine, which car to drive, where to live, or which words to choose in our everyday communication.

When speaking of everyday communication, there are some words that become fashionable depending on the ongoing fashion in the air. Thus, for instance, recently there have been such words in contemporary English language as “dope”, in phrases as “a dope make-up” or “a dope car”, where the word “dope” does not translate to its main semantic meaning of a “drug”, but is rather used as an intensifier, a function word that enhances the overall positive meaning of the word that it precedes. It can thus be understood as “a fantastic / marvellous / splendid / amazing make-up / car”.

Another similar example representing our linguistic choices governed by fashion trends would be the English word “pissled”, which in modern slang can be analyzed as a combination of “puzzled+pissed off”. According to Daniel Goleman (2017), who in his WOBY talk said that this is a neologism used in English modern slang, this word was especially in vogue when Blackberry phones were widely used by fashionable people (e.g., Paris Hilton) and when someone owned a Blackberry, people around were positively puzzled and also pissed off for not having a Blackberry themselves.

As we can see, even in our everyday life, merely choosing the words that we use in our routine communication can be widely influenced by what is currently in vogue, as in the times of Blackberry, when it was one of the leading fashionable telecommunication products of the time before the touch-screen phones came into being.

As for the most generally recognized notion of “style” that the concept of “fashion” widely refers to, it is the way we dress and the everyday shopping choices that we consciously or subconsciously make depending on the ongoing widespread fashion or based on our very own individual sense of style. As Yves Saint Laurent once truly stated, “Fashion fades, style is eternal.” yet our individual style is also being widely influenced by earlier or current fashion trends.

When creating our very own individual style, we sometimes have to make purchases or adapt our owned products to create an image of ourselves presentable to the outward world. Moreover, we firmly believe that fashion is a way of communicating our internal states. In a globalized market, we are daily faced with a great variety of products and services that are meticulously planned and proficiently marketed to us so that they have an emotional influence on our brain centres and activate a desire to acquire them. An example is the use of the colour red in reduced prices, a colour that stands for courage and sparks in us a strong desire to purchase this or that marketed product that will presumably soothe our psychological well-being.

As a matter of fact, we all want to experience the thrill of intense positive emotions that will increase the generation of our happy hormones, which will eventually ensure the experience of such positive emotions as excitement, happiness, joy, glee, delight, hilarity, euphoria, and / or amusement. For this very reason, we may indulge in something called emotional shopping, which has the intention of ensuring happy emotions but brings with it some pitfalls and difficulties that are important to consider in order to limit its potentially negative effects on our psychology.

Emotional shopping refers to shopping behaviour and the consumption of goods under a high emotion of excitement, without taking the time to really think about it and weigh up whether it is a good bargain. The catch is that we firmly believe that the money spent and the objects acquired will guarantee the experience of positive emotions. Yet, when the bank statement arrives at the end of the month, we might feel somewhat discouraged and even experience such negative emotions as sadness, as well as annoyance and irritation with ourselves for not being able to control our shopping choices (Rostomyan, 2025).

Here are some strategies that marketers use; the more we know about them, the better we can identify marketing tricks and refrain from emotional shopping, and instead shop rationally for what we really need:

• The anchoring bias: This occurs when we rely heavily on the first piece of information we receive, or the “anchor” (e.g., the previous price) even when subsequent information becomes available. For example, if you go to a car dealer, a salesperson might first propose you a car that costs a great deal of money and only after that suggest to you another one, a less expensive option. In this case, over-relying on the price of the first car, you might be increasingly persuaded to acquire the second option, even if its price is not as low as it perhaps should be, over-relying on the calculation of the price difference between the two proposed options.
• The loss aversion bias: This is a cognitive bias in which the emotional impact of a loss is felt more intensely than the joy of an equivalent gain. For example, when you lose 20 dollars and then gain 20 dollars, you might experience a much stronger pain from the loss than from the experience of the joy you get from gaining the same amount of money. For many of us, the pain of losing is psychologically twice as powerful as the pleasure of gaining. This technique is also used in marketing to generate more sales.
• The confirmation bias: This is the tendency to search for, interpret, favor, and recall information in a way that confirms or supports our prior beliefs or values. This can be detected, for instance, in someone using yes/no questions to find a number they suspect to be the number 3. They might ask, “Is it an odd number?” People prefer this type of question, called a “positive test”, even when a negative test such as “Is it an even number?” would yield exactly the same information. A prime example is when we try to rationalize our purchases, falling victim to the bias through confirmation mechanisms like emotional investment (Rostomyan, 2025).

If we take into consideration the above and reflect on our choices and the marketers’ strategies, we will be more likely to reduce the drastic effects of emotional shopping that can really cause us mental harm and emotional struggles if not recognized and addressed appropriately. Actually we strongly believe that being aware of the aforementioned marketing psychological strategies will make us more rational with our purchases and enable us to make better-suited decisions.

To have deeper insights into how our emotional well-being and our shopping choices are interrelated and interlinked, especially during the COVID-pandemic, we have conducted a survey on people’s choices on shopping and fashion. The results of our research and survey are briefly presented below.

Case Study: COVID And Fashion

The COVID-19 pandemic brought sweeping changes to daily routines, including how people react and interact with fashion. Our research investigated how clothing habits evolved during the pandemic, what influenced consumer behaviour, and how individuals anticipate dressing in a post-pandemic world.

As physical stores closed and people adapted to remote work and restricted movement, their clothing choices began to reflect new priorities.

In the wake of global lockdowns, fashion—once a statement of personal and public identity—was suddenly confined to private spaces. As physical stores closed and people adapted to remote work and restricted movement, their clothing choices began to reflect new priorities. This study sought to explore those behavioural shifts and offer insights into the evolving mindset of fashion consumers in the COVID and post-COVID times.

Methodology

A digital survey was conducted among 76 individuals during the early stages of the COVID-19 pandemic. The participants, primarily women aged 20–60, were asked about their clothing choices, shopping habits, and future fashion intentions. The survey included multiple-choice and open-ended questions that helped us gain deeper insights into the shopping and fashion choices of the respondents.

Results and Data Analysis

1. Daily clothing choices during COVID-19

A large proportion of the respondents reported staying at home or working remotely. Comfort emerged as the dominant theme in their day-to-day attire:

One of the respondents stated:

Respondent: “I stayed in pyjamas most days—it just made sense when I wasn’t leaving the house.”

Another respondent said:

Respondent: “Oversized hoodies became my new normal. Comfort over everything.”

As can be detected in the answers above, people started valuing comfort more and stayed in their comfort zone without much shopping. Yet, here there is also fashion in play, since bloggers were showing images of themselves in pyjamas during that time, which made others also “follow the herd”, taking it as widely acceptable and therefore comfortable to expose.

2. Clothing purchases and consumer behavior

About 56 per cent of participants did not buy clothes during the pandemic. Those who did focus on essentials or comforting pieces, such as in this case below:

Respondent: “Just bought a bra online—nothing fancy, just what I needed.”

The majority reported buying 1–3 items per month, highlighting a more restrained and need-based approach to consumption.

This can also be conditioned by the fact that there was no need to impress others in their social circles, and the quote “less is more” was more perceived by the masses during the pandemic time.

3. Post-pandemic fashion expectations

When asked about their intentions after restrictions were lifted, responses revealed diverse but clear trends in shopping and fashion choices:

• Comfort continues: Many intend to keep wearing oversized or cozy outfits:

Respondent: “Honestly, I don’t see myself going back to tight jeans anytime soon.”

• Sustainable choices: Thrift and second-hand shopping are gaining momentum:

Respondent: “I discovered vintage stores online and I’m hooked. It’s better for the planet too.”

• Return to dressing up (for some): A smaller group looked forward to expressing themselves through fashion again as a way to stand out from the crowd:

Respondent: “I’ve missed dressing up: I’ll definitely go all out when I can.”

• Moderate Spending: Very few said they would indulge in mass purchases. This might be interlinked with the desire to acquire happy hormones through shopping experiences, since shopping also has a psychological emotional soothing effect and most probably those respondents believed that the negative feelings caused during the pandemic could be uplifted through shopping practices.

4. Demographics and fashion interest

The majority of respondents lived in urban areas with populations ranging from 25,000 to over 500,000.

Most participants rated their interest in fashion at 3 or 4 on a 5-point scale, indicating a moderate level of engagement.

This suggests that the COVID time has had a great influence on the interrelation with fashion of consumers.

5. Variables in focus:

Interest in fashion has been measured on a Likert scale (point scales 1–5).

Post-pandemic intentions included binary or descriptive responses to statements like:

Respondents:

“I will dress even more fancy than I used to.”

“I will stay in my comfy oversize.”

“I will keep buying in second-hand shops.”

“I will buy only new clothes.”

“I will buy tons of new clothes.”

“I will dress moderately.”

6. Observational insight (based on data structure and trends):

• Higher fashion interest = likely to dress up more

Respondents who rated themselves 4 or 5 on fashion interest often chose:

Respondent:

“I will dress up even fancier than I used to.”

These individuals appear eager to re-engage with fashion as self-expression post-COVID, when they will again have the ultimate chance to dress up and show off.

• Moderate fashion interest = focus on sustainability

Participants with moderate interest (scores of 3–4) leaned toward:

Respondent:

“I will keep on buying in second-hand shops.”

This particular finding indicated awareness of ethical and environmental fashion trends.

• Lower fashion interest = emphasis on comfort Those scoring 1–2 tended to say:

Respondent:

“I will stay in my comfy oversize, it works.”

This shows that comfort remains key, suggesting they see fashion as functional rather than expressive.

• Example quote-based correlation:

The shopping and fashion preferences of the respondents differed:

“I’m not really into trends, but I have discovered second-hand stores and I’m not going back.” — Respondent with moderate fashion interest

“Fashion is my passion, and I missed it so much—I’ll go all-out once I’m out.” — Respondent with high fashion interest

In this connection, we should like to highlight the example of a quote by Karl Lagerfeld, who in one of his last interviews asserted that nowadays it is easier to look fashionable and that it is the “obligation” of each and everyone of us to look elegant, since with the rise of fast fashion anyone can look sophisticated, whereas before only the richest could afford fancy branded clothes. Here, it is highly important to state that the notions “fashion” and “style” differ, for fashion is the trend on what to wear, yet style is your individual signature. With style we make a statement and people are more inclined to look up to us in that way.

All of the above goes to prove that the outward reality greatly influences our shopping choices and the contemporary fashion trends, since there is also another psychological notion called “social proof”, which refers to the idea that society also sets norms, principles, and restrictions on our behaviour that are followed by the masses connected with our interrelation to fashion and our resultant shopping choices.

Findings

There appears to be a clear pattern in the respondents, which is as follows:

• Those more invested in fashion are more likely to resume or amplify expressive dressing.
• Those with lower interest tend to stick with comfort-focused clothing.
• Sustainability and second-hand shopping appeal across the middle range of fashion interest—possibly reflecting rising general awareness.

The above suggests that although the pandemic has had a great influence on our shopping habits (most having shopped online), as well as our individual style (most going for comfortable dressing), those who are truly devoted to fashion will most likely keep on following the fashion trends and making purchases, even in an amplified manner having missed their pre-pandemic times. Nonetheless, there has also been much evidence that refraining from extensive shopping habits and changing their style from vivid to comfortable may have had a great impact on further style and shopping habits, making the individual comfortable in their own skin.

Strategies to tackle emotional shopping

There are some approved and tested strategies to tackle emotional shopping (during and post pandemics) that will greatly help to cope with it in real time:

1. If you are infatuated with a certain product and really recognize that the acquisition of it will bring you joy, certainly go for it.
2. But if you are infatuated only with a product’s reduced price, logically analyze whether you would still have been willing to pay the full price for it. In case of a “yes” answer, go for it, but if you’re in reality only attracted by the price, it’s probably better not to make the purchase.
3. Make a budget that you can stick to. This way, you can rationally control impulses generated by external triggers and shop in accordance with the budget you’ve dedicated to your shopping experiences, which will provide you with the desired purchases and stimulate the generation of the longed-for happy hormones without harming your pocket (Rostomyan, 2025).
4. You can treat yourself from time to time with something beautiful that will lift your mood and provide you with happy hormones, in order to tackle the psychological burdens of stress during pandemics or just in your everyday situations to leverage the concerns that might arise in life.

The strategies presented above can greatly assist those who find their comfort in shopping while battling emotional stress and distress, since although shopping can work as a remedy for a while, seeing your bank statement at the end of the month can be somewhat discouraging. For this, to be able to enjoy the positive emotional impact that shopping can have on your mood and not get infatuated by the marketers’ tricks and techniques and not to buy unnecessary staff, we suggest you be aware of the concept of “emotional shopping”, to be self-aware and to make the best of your purchases also in line both with your very own needs and the modern fashion styles.

Discussions

1. The findings suggest that the pandemic has caused a reevaluation of fashion values. Where fashion once leaned heavily on outward expression and social cues, today’s consumer is more comfort-conscious, self-aware, socially aware, rational, intentional, and environmentally aware.
2. The shift toward sustainable fashion—particularly second-hand shopping—highlights growing awareness of environmental impacts and personal responsibility. Meanwhile, the continued preference for comfortable attire may challenge designers to rethink the balance between style and functionality to be able to attract consumers accordingly.

Conclusion

The future of fashion has been defined not by a complete return to pre-pandemic norms but by a hybrid model, where comfort, practicality, and ethics play central roles. Brands and retailers must adapt by offering collections that resonate with these new values. These pause moments in fashion history are not merely pauses, but a pivot, one that opens the door for innovation and more meaningful consumer relationships. Furthermore, given that our shopping choices are also greatly based on the contemporary times, we can conclude that such periods prepare designers for new heights, since sometimes genius comes from discomfort.

About the Authors

Dr. Anna Rostomyan an assistant professor and certified EI coach, specializes in the linguistic cognitive analysis of emotions and their impacts on life and business. With seven books, over 50 publications, and readers across 100 nationalities, her research highlights the role of emotional intelligence in achieving better business outcomes.

Dr. Monika Klein, an award-winning movie producer and design expert, specializes in creative sector economics, regional development, and business models. With over

80 works, she excels in design thinking, service design, and user-focused solutions. Renowned for leading teams to success, she inspires impactful projects across diverse creative and social spheres.

References

1. Goleman, Daniel (2017). Strategies to become more emotional intelligent. WOBY: Inspiring ideas talks. Accessed on 16.04.2025, Available at: https://www.youtube.com/watch?v=pt74vK9pgIA

2. Rostomyan, Anna (2025). “The Psychology of Emotional Shopping”. US Psychology Today Magazine. Available at: https://www.psychologytoday.com/us/blog/emotions-in-our-lives/202502/the-psychology-of-emotional-shopping

The post The Role of Fashion in our Everyday Clothing and Communication Choices: A Case Study on the Time of the COVID Pandemic appeared first on The European Business Review.

By Dr. Anna Rostomyan and Dr. Monika Klein

The metaverse is a virtual reality universe that allows individuals to meet, socialize, work, play, entertain, communicate and even create. The term “metaverse” is a combination of “meta,” meaning transcendence and virtuality, as well as meaning “above,” “over,” “on top,” and “universe.” It is a three-dimensional virtual space inhabited by avatars of real people, where they can engage in various interactions starting from the business sector and even encompassing the education sector.

Introduction

The metaverse has vast possibilities in creating a virtual space where individuals can cooperate and create without seeing each other in real time and interacting with one another with their chosen avatars and holograms. In that universe, we have customized avatars; we can buy property, visit various places, meet people, and spend money (e.g., cryptocurrencies).

As Dwivedi et al. (2022) state, virtual environments and immersive games (such as Second Life, Fortnite, Roblox, and VRChat) have been described as antecedents of the metaverse and offer some insight into the potential socioeconomic impact of a fully functional persistent cross-platform metaverse. The authors classify the definitions of the metaverse into four types—environment, interface, interaction, and social value. Summarizing each characteristic of the metaverse in a similar way to the real world provides a representative example of classifications that distinguish the types of metaverse. There is a realistic environment that faithfully reflects realistic constraints, and an unrealistic environment that gives many degrees of freedom without realistic constraints.

Apart from its vast advantages of creating a space where individuals can create and cooperate as in the real world, the metaverse brings with it challenges, too.

According to Kim & Kim (2023), as individuals became physically isolated from each other as a result of COVID-19, adolescents’ desire for social relationships boosted the online world, including the metaverse. Thus, metaverse services have now assumed an important place in the lives of young people as they affect online classes conducted at schools. Of course, this is a very beneficial tool that can keep students both interested and motivated, in addition to its use for educational purposes. The metaverse can also greatly harm children’s mental health, such as exacerbating depression, exhaustion, loneliness, worsened sleep, anxiety, addiction, self-harm, anorexia or bulimia. Cyberbullying, sexual misbehavior, exploitation of minors online, online gambling, privacy, and security can also become serious social issues among teenagers, as well as other age groups.

All this suggests that, apart from its vast advantages of creating a space where individuals can create and cooperate as in the real world, the metaverse brings with it challenges, too. Thus, the present paper elucidates both its advantages and benefits, as well as its shortcomings and pitfalls, which can be challenging to overcome, in spite of the cute avatars that one can choose when entering it in order to interact with others.

The Metaverse: A Friend or A Foe for Humanity

The launch of Horizon Worlds in 2021 by Meta Platforms and the vision of how the metaverse could potentially shape many aspects of how we work and socialize has engendered an increasing level of questioning and debate from academics and practitioners on the numerous societal implications for many people worldwide (Fernandez & Hui, 2022).

The new metaverse concept as outlined by Mark Zuckerberg describes an integrated immersive ecosystem where the barriers between the virtual and real worlds are seamless to users, allowing the use of avatars and holograms to work, interact, and socialize via simulated shared experiences (“Meta 2022”, seen in Dwivedi et al., 2022).

As stated above, the metaverse has great opportunities that people can benefit hugely from in a great range of disciplines, from education to business, medical, creative industries, and other fields. Yet it is of the utmost importance to note that it has both advantages and shortcomings, which we discuss below.

Positive features: In psychology and psychiatry, the metaverse can create opportunities for individuals to consult mental health professionals uniquely and potentially more comfortably by using avatars (Usmani et al., 2022). This can really be beneficial, since by means of using avatars one can exclude the fear of judgment and this can particularly benefit individuals with high social anxiety and interpersonal trauma levels or even post-traumatic stress disorder (PTSD). In an experimental study by Slater et al. (2019), participants enacted internal dialogue in VR by alternating between two different virtual bodies, one representing themselves and the other representing Sigmund Freud. This method is considered to be possible for example in self-counseling. As we have already stated, it can be really very beneficial for those humans who have social anxiety because of a formerly experienced trauma and / or for those who are are isolated from society for this or that reason (be it during epidemics or pandemics, a childhood trauma, an adolescence trauma, or some other related issue). It can also be beneficial in virtual group therapy, where the people involved will not see each other’s personalities and will only interact with their avatars, which again protects from the fear of judgment. Also, the metaverse can be a place where people are free, can freely create, and can even fly, which can really enhance their innovative skills and provide the stimulus of an experience of something that goes beyond human biological “self,” and even beyond Mother Earth.

Negative features: Since it is mostly teenagers who engage with the metaverse, which is gaining more and more popularity within their circles, we have to look at that aspect. Actually, adolescence is a developmental period during which brain regions undergo significant changes because of biological and environmental factors (Larsen & Luna, 2018). Hence, during this period, the cognitive control system matures progressively. Specifically, the prefrontal cortex, responsible for the regulation of emotions and especially decision-making, is still in its development process (Damasio, 1998). Thus, adolescents’ ability to self-regulate their behaviors, desires, and emotions is still immature (Casey & Caudle, 2013). Moreover, previous studies have indicated that the intensive use of digital media can induce attentional problems (Swing et al., 2010), reduce working memory capacity because of an increased tendency to conduct multitasking, and lower the level and efficiency of comprehension of text written on screens, as compared to paper (Kim & Kim, 2024). Furthermore, we could conclude that their performance levels at school and other higher educational institutions might be lower if they have less self-control and are more driven by the thrill of the experience of avatars in the metaverse. Also, especially with teenagers, an overdose of the metaverse can result in cyberbullying and cybercrime, where there are no rules and they can do what they want. As for the older generation, both in elders and in youngsters, it can result in an antisocial behavior when people mostly interact with one another in the metaverse and unlearn the social skills of humans, the so-called “soft” skills of self-awareness, self-management, social awareness, relationship management, and empathy (Goleman, 1995), which make us humans “humane” and make inter-human cooperation plausible. Moreover, in some cases users might lose their recognition of the external, real world and may even acquire a distorted self-image, identifying themselves with their chosen avatars. Furthermore, in this connection it is also vital to state that it can become an addiction and separate humans from the actual outward external reality of the real world, to the extent that they will no longer be aware of their limited abilities in the real world and think that their metaverse abilities, such as flying, are real in the external reality.

As we have seen, there are more drawbacks than benefits, but still, if we are fully aware of both the advantages and the disadvantages, we can eventually benefit from its possibilities. Especially in the medical field, the metaverse has significant potential to transform the healthcare industry, particularly in the therapeutic fields, making patient-therapist interactions safe, protected, and enjoyable.

To amplify its benefits and reduce its pitfalls, some of the following strategies may be deployed:

1. Before they enter, users should be informed by the platform of the challenges that they might face while using it.
2. Scientists should work on investigating the ways in which the metaverse impacts cognitive abilities, and how to tackle them.
3. Parents and carers should take care that their children do not unlearn their social skills and that they make friendships both in the metaverse and in the real world, for example by limiting the time spent in the metaverse.
4. There should be strategies developed and deployed by psychologists and psychotherapists on how to prevent excessive use of the metaverse and the resultant addiction, which is more difficult to deal with.
5. Educators should help students differentiate between real-world and virtual interactions, organizing some in-class activities, too, so that the students can engage in real-time conversations and interactions that have the potential to raise oxytocin levels, which is one of the “happy” hormones ensuring our emotional and psychological well-being.
6. Platform-provided safety features should be available to restrict unwanted interactions and infringements upon their personal space. It is also essential that young people understand and take advantage of the safety features available within metaverse experiences, including blocking, muting, and reporting functionalities.
7. Consideration should be given by content creators to the ethical implications of their metaverse creations, ensuring that they promote inclusivity, diversity, and respect, and discourage any form of harassment. They should thus strive to make their virtual experiences accessible to users from diverse educational backgrounds, different languages, various cultures, and abilities for all.
8. Strict boundaries should be kept between virtual and real lives, so that users are not carried away by their imagination and social isolation.
9. Older users should be provided with guidance and assistance in finding their way around the metaverse when they encounter it, since they may find acquiring IT, AI, and VR skills more difficult compared with agile and proficient youngsters.

All the foregoing suggests that if we are aware of the risks, biases, potential, and threats of the metaverse and follow some strict guidelines while using it, we can make the best of our interactions in this thrilling space called “the metaverse”.

Conclusion

To conclude with, the metaverse has already begun to be applied in various fields, creating space and increasing accessibility for new experiences and adventures, providing educational resources, and ensuring virtual social interactions, where especially those with a high level of social anxiety can interact with others more easily. Thus, especially in the medical field, the metaverse has significant potential to transform the healthcare industry, particularly in the therapeutic fields, where patients can talk to the avatar of the doctor without fear of judgment. Yet, it brings with it also a number of negative consequences as we have seen in our earlier discussions, such as cybercrime, cyberbullying, and social isolation, as well as addiction. This said, each medal has its flip-side, as they say, and, like everything else, the metaverse, too, has its benefits and pitfalls, its advantages and shortcomings, its assets and drawbacks. However,  if we tackle the challenges efficiently and make the most of the vast possibilities that it brings with it, we can really benefit from this great advancement in science, making sure that our interactions with other humans can take place both in the metaverse and in the real world.

About the Authors

Dr. Anna Rostomyan an assistant professor and certified EI coach, specializes in linguistic-cognitive analysis of emotions and their impacts on life and business. With seven books, over 50 publications, and readers across 100 nationalities, her research highlights the role of emotional intelligence in achieving better business outcomes.

Dr. Monika Klein an award-winning movie producer and design expert, specializes in creative-sector economics, regional development, and business models. With over 80 works, she excels in design thinking, service design, and user-focused solutions. Renowned for leading teams to success, she inspires impactful projects across diverse creative and social spheres.

References

1. Casey, B. & Caudle, K. (2013). “The teenage brain: self control”. Curr Dir Psychol Sci. 2013;22:82–87. doi: 10.1177/0963721413480170.

2. Damasio, A. (1998). “The somatic marker hypothesis and the possible functions of the prefrontal cortex”. In A. C. Roberts, T. W. Robbins, & L. Weiskrantz (Eds.), The prefrontal cortex: Executive and cognitive functions (pp. 36–50). Oxford University Press. https://doi.org/10.1093/acprof:oso/9780198524410.003.0004

3. Dwivedi, Y.K. et al. (2022). “Metaverse beyond the hype: Multidisciplinary perspectives on emerging challenges, opportunities, and agenda for research, practice and policy”, International Journal of Information Management, Volume 66, 2022, 102542, ISSN 0268-4012, DOI: https://doi.org/10.1016/j.ijinfomgt.2022.102542

4. Fernandez, C.B. & Hui, P. (2022). “Life, the Metaverse and Everything: An Overview of Privacy, Ethics, and Governance in Metaverse”. arXiv preprint arXiv:.01480

5. Goleman, D. (1995). Emotional Intelligence. New York: Bantam Books.

6. Govindankutty, S., Gopalan, S.P. (2024). “The Metaverse and Mental Well-Being: Potential Benefits and Challenges in the Current Era”. In: Chowdhary, C.L. (eds.) The Metaverse for the Healthcare Industry. Springer, Cham. https://doi.org/10.1007/978-3-031-60073-9_7

7. Kim, S. & Kim, E. (2023). “Emergence of the Metaverse and Psychiatric Concerns in Children and Adolescents”. Journal of Korean Academy of Child and Adolescent Psychiatry, 2023 Oct 1;34(4):215–21. doi: 10.5765/jkacap.230047

8. Larsen, B. & Luna, B. (2018). “Adolescence as a neurobiological critical period for the development of higher-order cognition”. Neurosci Biobehav Rev. 2018;94:179–95. doi: 10.1016/j.neubiorev.2018.09.005.

9. Slater, M., Neyret, S., Johnston, T., Iruretagoyena, G., Crespo, MÁC, Alabèrnia-Segura, M. et al. (2019). “An experimental study of a virtual reality counselling paradigm using embodied self-dialogue”. Sci Rep. 2019;9:10903. doi: 10.1038/s41598-019-46877-3.

10. Swing, E.L, Gentile, D.A., Anderson, C.A. & Walsh, D.A. (2010). “Television and video game exposure and the development of attention problems”. 2010;126:214–21. doi: 10.1542/peds.2009-1508.

11. Usmani, S.S., Sharath, M., & M. Mehendale (2022). Future of mental health in the metaverse. Gen Psychiatr. 2022;35:e100825. doi: 10.1136/gpsych-2022-100825.

12. Zhang, X., Chen, Y., Hu, L., & Wang, Y. (2022). The metaverse in education: Definition, framework, features, potential applications, challenges, and future research topics. Frontiers in Psychology, 13, 1016300. https://doi.org/10.3389/fpsyg.2022.1016300

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By Dr. Anna Rostomyan and Dr. Monika Klein

Art is just art. Or is it? Can art go beyond a form of self-expression into influencing our identity, behavior, fashion choice, and social issues? In this article, Dr. Monika Klein and Dr. Anna Rostomyan explore how public art does all these and more.

In the heart of Rome, a couple strolls arm in arm, their stylish attire reflecting the elegance of the centuries-old architecture surrounding them. Meanwhile, in Paris, artists sketch the iconic Eiffel Tower, while fashionable locals sip espresso in nearby cafes. What about Berlin with its stark architecture, nonchalance, and techno scene? The quintessence of European cities provokes this profound question: How does art in our public spaces shape not only our environment but also our essence as individuals and communities, how does it affect our emotions?

From the controversial new Museum of Modern Art in Warsaw or the Humboldt Forum in Berlin sparking heated debates about aesthetics, to the symbolic power of toppling monuments such as the Christopher Columbus statue in Baltimore, Maryland, which are no longer in line with social values; public art is both a mirror and a catalyst for change. This article delves into the complex relationship between public art and human behavior, examining how the canvas of our communities can act as a self-fulfilling prophecy, influencing everything from our fashion choices to our cultural identity and social norms.

Understanding emotions is essential for analyzing the motivations, values, and behaviors of not only artists but also individuals affected by art in public spaces.

We firmly believe that public art is all about emotions since it shows overtly on the visual layer, the artists’ internally experienced emotions and feelings, aspirations and intentions, beliefs and desires, inspirations and motivations being directed toward shaping similar emotions in the public eye. Its integration into community spaces shapes the way people experience the outward world. We can truly relate to this statement since the world has become an open-air museum for artists, where they can display their experienced emotions related to various aspects of human life such as culture, politics, education, etc. Moreover, the displayed emotions of the artists also have the ultimate power to generate similar emotions in the viewers and shape viewpoints concerning different issues of importance like leadership and justice, gender equality, Black Lives Matter and some other critical sensitive issues of great relevance, as well as stimulate creativity and positive mood in the strollers. Also, sometimes through public art, artists address topics of significance and great sensitivity that are somewhat easier for them to address anonymously through their creative street creations. Besides, public art creations can be created under the influence of very strong emotions, both negative (such as anger, annoyance, hatred, rage, etc.) and positive (such as delight, glee, euphoria, amusement, joy, etc.). So, understanding emotions is essential for analyzing the motivations, values, and behaviors of not only artists but also individuals affected by art in public spaces. Recognizing these emotional responses can provide insights into how people relate to their environment, as well as show its potential to influence their worldview.

Street art is regarded as one of the largest art movements, which has achieved huge popularity and is still rapidly growing as an art form. Street artworks mainly appear in urban areas and public locations such as exterior walls of buildings, highway overpasses and bridges, and remarkably define the outlook of many neighborhoods and cities all around the world. The fact is that it is much easier to address topics and issues of high importance through street art without the fear of rejection or prosecution, where creators and artists regard the world as their landscape to create on and have the intention of influencing the public emotions.

Changes in landscapes, such as those caused by new architecture– mostly ones in which art and culture institutions exist, or art installation and street art can lead to feelings of powerlessness among inhabitants. This sense of helplessness can negatively affect their emotional connection to the landscape, highlighting the importance of emotional well-being in environmental contexts. There are two types of emotional responses:

• Resilient Responses: These responses reflect a willingness to adapt and integrate changes into one’s perception of the landscape. Individuals exhibiting these responses tend to maintain a positive outlook despite alterations in their environment.
• Non-Resilient Responses: In contrast, these responses are characterized by feelings of frustration and despair. Individuals experiencing these emotions struggle to cope with the changes, which can hinder their ability to adapt.

The ’60s and ’70s marked the birth of graffiti and street art culture when people started to freely exhibit their protest and creativity through street art across the Globe. On the one hand, just from their very beginning, graffiti and street art have been conceived with great resistance from the wider public. On the other hand, the stylistic developments within graffiti, and the first explorations of the public space by conceptual artists, led people from outside graffiti and street art to also notice the artistic potential of the movements and acknowledge the creativity of the artists. Truly, by means of graffiti and street art, artists get the ultimate chance to express their very own emotions freely on the roads and reach a wider public. Of course, because of very many underlying reasons, some of them tend to remain anonymous, but there are also others who gain recognition through their street art creations, for instance, Jean-Michel Basquiat, Lady Pink, and Invader, just to name a few. Moreover, if we look back at human art history, we can state that some of the famous artists started out their journey as artists by wall art as is the example of Ivan Aivazovsky, who in his earlier youth liked to paint on walls with coal and his murals later became very widely recognized. Aivazovsky was a celebrated painter of seascapes, the most famous among them being “The Ninth Wave”. Aivazovsky’s early works as well as those after his visit to his ancestral homeland in 1868 incorporated Armenian motifs and themes. It follows from this that if such renowned artists who started out with mural paintings can become widely recognized and esteemed, we should be resilient to public art and let artists freely express themselves knowing that some of them might have great potential, which can sprout through merely starting from street art. Moreover, aesthetic experiences can arise from the appreciation of human artifacts, such as artworks (e.g., poetry, sculpture, music, visual arts, etc.) or aesthetic natural objects like sunsets, which comes to suggest that the art consumers (including public art and street art) will experience pleasure while being faced with artworks in public spaces.

Public art can shape perceptions by altering how people view their environment and community.

Art in public spaces can have a significant impact on people’s behaviors and potentially influence their future through a mechanism like a self-fulfilling prophecy. This phenomenon can manifest in various ways. Public art can shape perceptions by altering how people view their environment and community. Positive, uplifting art may foster a sense of pride and optimism, potentially leading to more positive behaviors and outcomes. It can also influence expectations by depicting certain behaviors or societal norms, setting standards for how people should act in public spaces. For example, murals promoting environmental consciousness might encourage more eco-friendly behaviors. Public art plays a role in creating identity, helping to define the character of a neighborhood or city. People may align their behaviors with this identity, fulfilling the “prophecy” depicted in the art. It can also inspire action, with thought-provoking or activist art motivating people to engage with social issues, leading to community engagement and changes in individual and collective behavior. The presence of art in public spaces can affect mood and well-being, influencing people’s emotional states and potentially impacting their daily interactions and long-term outlook. Exposure to beautiful or meaningful art may reduce stress and increase overall well-being. Public art can change how people utilize spaces, transforming previously avoided areas into popular gathering spots. It fosters community connections by creating shared experiences and topics of conversation, strengthening community bonds, which may lead to more positive social outcomes. Depending on its content, public art can either challenge or reinforce existing stereotypes, influencing how people perceive themselves and others, and potentially affecting their future interactions and opportunities. There’s also an economic impact to consider, as areas rich in public art may see increased tourism and economic activity, leading to job creation and improved local services that directly impact residents’ futures. Finally, public art can serve an educational purpose, especially when depicting historical events or cultural information, increasing knowledge and awareness that can influence future decisions and behaviors. In essence, public art has the potential to act as a form of self-fulfilling prophecy by shaping the environment in which people live, work, and interact. By influencing perceptions, expectations, and behaviors, it can contribute to creating the future it depicts or suggests. However, it’s important to note that the impact of public art is not deterministic – it interacts with many other social, economic, and personal factors to influence outcomes. The power of public art lies in its ability to spark dialogue, inspire reflection, and offer new perspectives, which can indeed play a role in shaping individual and collective futures.

Philosopher Friedrich Nietzsche once described art as the highest form of self-expression. It truly resonates with us, since through art in general (be it real art, digital art, street art, public art, etc.) people, namely artists, gain the ultimate chance of imparting their internally experienced emotions and feelings, as well as having an impact on the audience and even shaping their worldview. Moreover, by using street art, the creators also gain the chance to heal from trauma, which can also be the case in creating masterpieces in general, as in the case of Van Gogh who used to express his emotions and feelings through his art. Artworks are generally cultural artifacts that transmit information from generation to generation.

Art offers a glimpse of something that may be difficult to perceive and access in our everyday lives, namely the feeling of aspiration toward the beautiful and a sense of hope for the better.

Furthermore, art offers a glimpse of something that may be difficult to perceive and access in our everyday lives, namely the feeling of aspiration toward the beautiful and a sense of hope for the better. Also, public art can generally influence the emotions of those who experience it by means of evoking such positive emotions as joy, interest, contentment, amusement and love. Neuroimaging studies highlighted that immediate emotional responses to artwork and low-intensity enduring changes in affective states (cf. Scherer, 2005, for the distinction of emotional response and affective state) are associated with the recruitment of brain circuitry involved in the emotion regulation system, namely pleasure and reward. As we know, the brain is wired in such a way that it interprets the stimuli coming from the outside world generally as threats or rewards. Thus, for instance, images rated as beautiful elicit activity in reward-related areas creating the state of a beneficial situation for the human being’s survival, eliciting impulses in the medial orbitofrontal cortex, and are associated with higher reward value than those rated as ugly, which can be considered to be unbeneficial for the organism’s survival chances (Kawabata and Zeki, 2004). Furthermore, by means of using psychophysiological measures, studies find visits to art museums decrease stress levels resulting in the reduction of cortisol levels, which could promote the general health and well-being of humans (Clow and Fredhoi, 2006; Mastandrea et al., 2018). On the other hand, various theories of emotion have been influential in describing the paradoxical enjoyment of negative emotions in art (Juslin, 2013; Menninghaus et al., 2017). Several authors suggested that the psychological distance of the perceiver from what is depicted in the artwork, which comes from the individual’s awareness that the represented object or event is a cultural artifact, reduces the emotional impact of the eliciting object or event and allows the appraisal of the aesthetic qualities of the artwork. This “psychological distance” account underpins the difference between art-specific emotions and utilitarian emotions (Frijda, 1988; Scherer, 2005). Moreover, our research has shown that the transmitted emotions of the artist are interpreted on the side of the viewer based on the latter’s formerly shaped emotional background knowledge stored in the amygdala, that is his/her past emotional experiences that also largely influence the interpretation processes, as well as have an impact on the generation of resultant positive/negative emotions and feelings in the viewer (Rostomyan, 2012).

Through this paper, we would also like to address how public art, particularly sculptures, can act as self-fulfilling proficiencies through various mechanisms. Here are the key points that support this idea, derived from the provided contexts:

• Cultural Trail and Legacy: Public sculptures are seen as cultural trails that connect the past with the future. This notion implies that when communities invest in public art, they are not only enhancing their current environment but also creating a legacy that future generations will appreciate. This self-fulfilling aspect arises from the belief that art contributes to cultural identity and continuity over time.
• Social Acceptance and Engagement: The success of public sculptures is closely tied to their socio-cultural acceptability. When sculptures resonate with the community, they foster a sense of belonging and pride among residents. This engagement can lead to increased support for future art initiatives, creating a cycle where successful art projects encourage more artistic endeavors, thus fulfilling the community’s artistic aspirations.
• Dynamic Interaction with the Public: The interaction between sculptures and the public is dynamic, as sculptures can influence how people perceive and navigate public spaces. This interaction can enhance the overall experience of the public space, leading to a greater appreciation for art. As people engage with these sculptures, they may develop a deeper understanding of art’s role in their environment, reinforcing the idea that art can fulfill its purpose of enriching public life.
• Trauma Healing: Artists can heal through art by means of transmitting their internally experienced emotions and feelings. Moreover, those who witness the creation process or just witness and experience art pieces in public also gain the possibility of partly experiencing those experienced emotions of the artists as well, which may or may not also resonate with their previously experienced trauma and help them heal from PTSD. For instance, the World Health Organization recognizes how art can reduce the impact of trauma as “a tool for community building and post-disaster development”.

In fact, trauma-informed public art requires the expertise of multiple disciplines, including psychology, neuroscience, cognitive science, and healthcare, as well as social work and community engagement, planning and urban design, and of course the aspect of creative arts. Though these aforementioned sectors may otherwise work in isolation, it is highly imperative that artists conduct transdisciplinary research on the topic they would like to address, so as to have deeper insights into the issue being elaborated on and vitalized through public art; thus, to gain different viewpoints from various perspectives taking into account that their work will eventually influence the masses; thus, their works should encompass vital areas apparent in different disciplines for the precision of trauma-related aspects.

In summary, public art acts as a self-fulfilling proficiency by creating cultural legacies, fostering community engagement, facilitating dynamic interactions, and benefiting from institutional support. These elements work together to ensure that art continues to thrive and fulfill its intended roles within society. We have also discussed the high vitality of emotions in public art, both on the part of the creators and the audience. We also touched upon the area of trauma healing through art that can again be experienced by both of the parties involved in public art consumption. In addition, art creation and consumption can greatly increase our stress resilience levels which can be beneficial for our emotional and psychological well-being, and be resultantly beneficial to our survival in this journey called life, making this world a better place to experience and our ride through it greatly enjoyable and worthwhile. So, let us embrace art in all its forms, welcoming its potential of evoking emotions in us, serving as a means of touching upon sensitive issues and making us think about them and simply enjoying beautiful roads and neighborhoods.

About the Authors

Dr. Anna Rostomyan, an assistant professor and certified EI coach, specializes in the linguistic-cognitive analysis of emotions and their impacts on life and business. With 7 books, 50 publications, and readers across 100 nationalities, her research highlights the role of emotional intelligence in achieving better business outcomes.

Dr. Monika Klein, an award-winning movie producer and design expert, specializes in creative sector economics, regional development, and business models. With over 80 works, she excels in design thinking, service design, and user-focused solutions. Renowned for leading teams to success, she inspires impactful projects across diverse creative and social spheres.

References

1. Clow, A. and Fredhoi, C. (2006). Normalisation of Salivary Cortisol Levels and Self-Report Stress by a Brief Lunchtime Visit to an Art Gallery by London City Workers. Holistic Healthcare 3, 29–32. http://westminsterresearch.wmin.ac.uk/3472/

2. Fancourt, D. and Finn, S. (2019). What Is the Evidence on the Role of the Arts in Improving Health and Well-Being? A scoping review, World Health Organization Regional Office for Europe, Copenhagen.

3. Frijda, N. H. (1988). The Laws of Emotion. Psychol. 43, 349–358. doi: 10.1037/0003-066X.43.5.349

4. Juslin, P. N. (2013). From Everyday Emotions to Aesthetic Emotions: Towards a Unified Theory of Musical Emotions. Life Rev. 10, 235–266. doi: 10.1016/j.plrev.2013.05.008

5. Kawabata, H. and Zeki, S. (2004). Neural Correlates of Beauty. J. 91, 1699–1705. doi: 10.1152/jn.00696.2003

6. Maraja Riechers., Werner Henkel., Moritz Engbers., Joern Fischer. (2019). Stories of Favourite Places in Public Spaces: Emotional Responses to Landscape Change. Sustainability, doi: 10.3390/SU11143851

7. Mastandrea S., Fagioli S. and Biasi V. (2019). Art and Psychological Well-Being: Linking the Brain to the Aesthetic Emotion. Psychol. 10:739. doi: 10.3389/fpsyg.2019.00739

8. Menninghaus, W., Wagner, V., Hanich, J., Wassiliwizky, E., Jacobsen, T., and Koelsch, S. (2017). The Distancing-Embracing Model of the Enjoyment of Negative Emotions in Art Reception. Brain Sci. 40:e347. doi: 10.1017/S0140525X17000309

9. Nietzsche, F. (1872). The Birth of Tragedy. London: Penguin UK

10. Reddy, Eloise (2023). The Public Art of Healing: Facilitating Trauma-Informed Design in the Built Environment. Medium. March 20, accessed on 29.11.2024, available at: https://medium.com/@eloisereddy/the-public-art-of-healing-834634cfbb3e

11. Rostomyan, Anna (2012). The Vitality of Emotional Background Knowledge at Court. Polemos, vol. 6, no.2, 2012, Berlin: DeGruyter. pp. 281-292. https://doi.org/10.1515/pol-2012-0017

12. Scherer, K. R. (2005). What Are Emotions? And How Can They Be Measured? Sci. Inf. 44, 695–729. doi: 10.1177/0539018405058216

The post The Canvas of Community: How Public Art Shapes Emotions and Fulfills Its Own Prophecy appeared first on The European Business Review.

Introduction 

It is evident that conflict is an integral part of work places because individuals come from different background, have different personalities and different working styles. Conflicts can occur due to difference in communication channels, expectations-terms of working, provision of resources-services or personal conflict. Some conflicts can foster creativity and innovation while other unsolved conflicts will be damaging to the context, have negative impacts on productivity and will demoralize employees. (Šustek, 2024) Another aspect which can prove very helpful when it comes to resolving workplace disputes is Emotional Intelligence (EI) (Sharma et al., 2024). 

According to different sources, Emotional intelligence refers to the capacity of an individual to accurately perceive, understand and manage emotions-both theirs and of others in a given relationship. Regarding the workplace, EI concerns itself with how one is able to handle conflicts, assert himself/herself in any interpersonal communication and how he/she is able to create interpersonal relationships. In the present world the demands that organizations make on them have become more complex and diverse, thus there is a need for employees to exercising high levels of EI in handling conflicts (Altaras et al., 2024). 

Studies also reveal that applicants with high level of emotional intelligence are capable of handling issue purely because they are able to control their emotions, understand the feelings of the other party and express themselves in an appropriate manner. Consequently, this research seeks to establish the role of EI in conflict management in relati (Sahoo et al., 2025) on to the importance of developing effectiveness in conflict resolution, promoting a healthy organizational climate, and the beneficial influence of EI on the production process and success of the enterprise. The objective of this study is what is the relationship between EI and conflict resolution in workplace. 

Literature Review 

Emotional Intelligence (EI) 

The idea of EI was initially introduced into the public domain by Salovey and Mayer (1990) and was later Goleman (1995) who described it as the capacity to understand and manage feelings in one as well as in other people. EI involves five key components: Skills like self-awareness, self-regulation, motivation, empathetic ability, and interpersonal skills mentioned in early model by Goleman (1995). These components help people to solve social issues and keep interpersonal relationships that are crucial for solving conflicts at the workplace (Antonopoulou, 2024). 

Workplace Conflict 

Workplace conflict can be described as a disagreement between two or more persons or groups regarding matters of interest to them. According to Hoogenboom et al., (2024), workplace conflict can be categorized into three types: whereby they include task conflict, relationship conflict and process conflict. Task conflict is that occurs due to the actual performance of the activities in delivering a particular project and their objectives, while relationship conflict is Conflict that stems from the interpersonal relationships among the members, and process conflict is disagreement as to how the particular tasks listed in the project are to be done. 

Inadequate conflict management to a certain extent often leads to following negative repercussions on an organization. Among the consequences of interpersonal conflict on organizational outcomes are decreased job satisfaction, low organizational commitment and ultimately, low organizational performance. But, resolution of conflict increases the coordination and, in turn increases problem-solving and creativity (Hermawan et al., 2024). 

Emotional Intelligence Concerning Conflict Organization 

Conflict management skills are widely accepted to be influenced by emotional intelligence. In conflict situations, there is evidence that people with high EI remain better at controlling their emotion thus promoting conversations as opposed to fighting (Bhusan & Jain, 2024). To be specific, EI allows a person learn what emotional needs of the parties engaged in the conflict s/he has to meet in order to reach a common ground for effective conflict solution. 

For instance, Côté (2005) showed in a study that HI- EI people were able to manage workplace relationship conflicts because of the ability of interpreting emotions during conflicts and managing distress before it gets out of control. In the same context, Lawani et al., (2022) pointed that people with high levels of EI are likely to use cooperative strategies to deal with conflict than the competitive or avoiding tactics. 

EI and styles of conflicts solving at the workplace 

This arrives at the finding that various conflict resolution styles can mould the results of confrontational situations at the place of work. According to Nikitara et al., (2024), there are five conflict-handling styles: The primary strategies include competing, collaborating, compromising, avoiding as well as accommodating. The collaborating and compromising are the most common because emotionally intelligent people are more inclined towards win-win strategies. EI helps to build cooperation because a person can stay calm and take into account other people’s opinions. 

A study comparing conflict-solving ability and EI, done by Riaz, (2024), showed that people with high EI tend to have better collaboration skills in conflict resolution and avoid destructive conflict behaviours as they tend to aim at win-win. 

EI, Empathy and Conflict Resolution 

In this paper it will be demonstrated that empathy, one of the EI elements, has a proactive role in conflict management. Empathy helps the peoples to be able to be in the ‘shoes’ of the others and this is especially helpful to seek for the consensus if the disagreement happened. A study carried out by Atta et al., (2024) noted that the workers who are empathetic when handling conflicts within the workplace are likely to facilitate positive relations than those without it . someone should be able to listen, say ‘I understand’ and be able to suggest solutions that will solve the emotions of the other person. 

Professional Advantages of EI  

Hear dispensing Emotional intelligence in the workplace organizations have enhanced conflict solving. Another study done by Jordan and Troth found that teams that are high in EI are better at conflict management because the attendees are open and are able to put themselves in other’s shoes. This results to the promotion of healthy organizational culture and better satisfaction of the employees. 

Moreover, EI in conflict resolution can result in improved decision-making, especially since an ability to perceive emotions enables one to consider structural and cross-systematic approaches and make decisions with decision-makers on the basis of agreement (Sharma et al., 2024). Emotional intelligent organizations expand the capacity to address the challenges of workplace conflict and to foster a positive and effective culture. 

Research Questions 

1. How does emotional intelligence contribute to effective workplace conflict resolution? 
2. What are the key components of EI that play a significant role in resolving conflicts? 
3. How does the level of EI vary across different workplace roles? 

Methodology 

Research Design 

This study employs a quantitative research design using a cross-sectional survey approach. The research aims to assess the relationship between emotional intelligence and conflict resolution effectiveness in workplace settings. A structured questionnaire was distributed to full-time employees across various industries to gather data on their emotional intelligence levels and conflict resolution styles. 

Participants 

The study included 50 full-time employees from diverse organizations in the IT. The participants were selected to provide a broad perspective on how emotional intelligence influences conflict resolution in different organizational settings. The demographic details of the participants are presented below. 

Demographics of Participants  

The study included 25 participants, with 36% aged 18–25 (9 individuals) and 32% aged 26–35 (8 individuals). Gender distribution was equal, with 36% male and 36% female, while 28% identified as “Other.” Job roles were also balanced, with 36% managers and 32% each as team leaders and staff members. In terms of experience, 40% had 1–3 years, 24% had 4–6 years, and 24% had over 6 years, with 12% having less than 1 year of experience. This diverse demographic ensures a comprehensive perspective for the study. 

Sampling Technique 

A convenience sampling technique was used to select participants for the study. Participants were chosen based on their availability and willingness to participate in the online survey. This technique was chosen due to its efficiency in gathering a sample within a limited timeframe.  

Data Collection 

The data was collected through a structured questionnaire via google form. The questionnaire contained items both the Emotional Intelligence and the Conflict Resolution that were taken from previous studies. Questionnaire was distributed to participants via social media platforms.  

Data Analysis 

The collected data was analyzed using both descriptive statistics and inferential statistics. Descriptive statistics were used to summarize the demographic information, while correlation analysis was used to examine the relationship between emotional intelligence and conflict resolution styles.  

Results and Findings 

1. Emotional Intelligence Levels Across Job Roles

Data revealed that employees in managerial roles scored significantly higher on EI compared to non-managerial staff. This aligns with the expectation that leadership positions demand higher levels of emotional regulation and interpersonal skills. 

Table 1: Descriptive Statistics of Average AI Score as Job Role of Respondents

2. Relationship Between EI and Conflict Resolution Effectiveness

Table 2: Correlations between Emotional Intelligence (EI) Scores and Conflict Resolution Effectiveness

A positive correlation (r = 0.68, p < 0.05) was observed between EI scores and conflict resolution effectiveness. Employees with higher EI demonstrated better communication, reduced escalation of conflicts, and more collaborative solutions. 

3. Key EI Components Influencing Conflict Resolution 

• Empathy: 78.46% of respondents emphasized the importance of understanding others’ emotions during conflicts. 

Figure 1: Percentage of Emotional Intelligence of Participants

• Open Communication: 80% highlighted the role of controlling emotional impulses in de-escalating conflicts. 

Figure 2: Percentage of Conflict Resolution of Respondents 

Discussion 

These results support the hypothesis on the practical importance of EI in managing conflict situations. People with high EI can easily diagnose the source of conflicts, manage pressure and encourage employees to work as a team. For instance, the results explained how empathy solved a conflict between staff members. 

The findings of this study highlight the significant role of emotional intelligence (EI) in enhancing conflict resolution effectiveness in workplace settings. The positive correlation (r = 0.68, p < 0.05) between EI and conflict resolution suggests that employees with higher EI are better equipped to manage workplace conflicts through effective communication, reduced escalation, and collaborative problem-solving. 

The descriptive statistics revealed that employees in managerial roles had higher average EI scores (M = 78) compared to team leaders (M = 73) and staff members (M = 65). This finding aligns with the notion that leadership positions demand advanced interpersonal and emotional regulation skills. Managers often require the ability to navigate complex workplace dynamics, making higher EI critical for their roles. 

Further analysis of EI components showed that self-awareness, social skills, and empathy were key contributors to conflict resolution effectiveness. Skills such as active listening (77.6%), open communication (80.8%), and conflict de-escalation (75.2%) were particularly important in resolving workplace disputes. Empathy, rated as essential by 78.46% of respondents, was especially critical for understanding the emotions of others and fostering collaborative solutions. 

The results underscore the need for organizations to prioritize EI development in their workforce. Training programs focusing on empathy, communication, and social skills can empower employees to navigate conflicts effectively. Moreover, targeted EI development for employees in leadership roles could further enhance their ability to manage workplace challenges. 

The present findings are in line with previous work asserting that EI improves interaction processes (Yao et al., 2024). However, the study also underlines the need for wonder role, EI training programs that are aimed at the non-managerial staff group which had lower scores on EI. 

Conclusion 

Emotional intelligence plays a critical role in resolving workplace conflicts effectively. By fostering self-awareness, empathy, and communication skills, organizations can enhance their conflict resolution processes. This study recommends incorporating EI development into employee training programs to create a more cohesive and productive work environment. These findings contribute to the growing body of research emphasizing the importance of EI in organizational success. However, the study’s reliance on convenience sampling and self-reported measures may limit generalizability. Future research could explore EI and conflict resolution using longitudinal designs to assess causality and include diverse industries for broader insights.

References 

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• Altaras, A., Nikitović, T., Mojović Zdravković, K., Krstić, K., Rajić, M., Pavlović Babić, D., & Marjanović, Z. (2024). The role of emotional intelligence in collaborative problem solving: A systematic review. Canadian Psychology/Psychologie canadienne. Canadian Psychology/Psychologie Canadienne. 

• Antonopoulou, H. (2024). The Value of Emotional Intelligence: Self-Awareness, Self-Regulation, Motivation, and Empathy as Key Components. Technium Education and Humanities, 8, 78–92. 

• Atta, M. H. R., Hammad, H. A.-H., & Elzohairy, N. W. (2024). The role of Empathy in the relationship between emotional support and caring behavior towards patients among intern nursing students. BMC Nursing, 23(1), 443. https://doi.org/10.1186/s12912-024-02074-w 

• Ayeni, F. (2024). Nigerian Brewery Industry Leaders’ Perceptions of Emotional Intelligence as a Strategy to Improve Employee Job Satisfaction and Organizational Performance (Doctoral dissertation). 

• Bhusan, B., & Jain, P. (2024). Artificial Intelligence as a Catalyst for Leadership Development: Enhancing Emotional Intelligence in Leaders. International Journal of Innovations in Science, Engineering And Management, 263–269. 

• Hermawan, F., Purnomo, H., Kusumastuti, D., Fitriana, R., Octaleny, E., Ie, M., & Sudadi, S. (2024). The role of transformational leadership, job satisfaction and organizational commitment on organizational citizenship behavior (OCB) of SMEs employees in the digital era. Journal of Infrastructure Policy and Development, 8(7), 5194. https://doi.org/10.24294/jipd.v8i7.5194 

• Hoogenboom, L. M., Dijkstra, M. T. M., & Beersma, B. (2024). Conflict personalization: a systematic literature review and the development of an integrative definition. International Journal of Conflict Management, 35(2), 309–333. https://doi.org/10.1108/ijcma-09-2022-0142 

• Lawani, K., Arias Abad, L. A., Craig, N., Hare, B., & Cameron, I. (2022). Exploring emotional intelligence and conflict management styles in Dominican Republic construction industry. Journal of Engineering Design and Technology. https://doi.org/10.1108/jedt-09-2021-0485 

• Nikitara, M., Dimalibot, M. R., Latzourakis, E., & Constantinou, C. S. (2024). Conflict management in nursing: Analyzing styles, strategies, and influencing factors: A systematic review. Nursing Reports, 14(4), 4173–4192. https://doi.org/10.3390/nursrep14040304 

• Riaz, L. (2024). Conflict Management style and project success, moderating role of team effectiveness (Doctoral dissertation). 

• Sahoo, D. K., Kumar, A., Chandel, A., & Wijethilak, H. P. (2025). Cultivating Emotional Intelligence: A Catalyst for Entrepreneurial Success. In Supporting Psychological and Emotional Wellbeing Among Entrepreneurs (pp. 93–116). IGI Global. 

• Sharma, P., Dhanta, R., & Sharma, A. (2024). Emotional Intelligence and Conflict Resolution in the Workplace. In Leveraging AI and Emotional Intelligence in Contemporary Business Organizations (pp. 102–121). IGI Global. 

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The post The Impact of Emotional Intelligence for Workplace Conflict Resolutions   appeared first on The European Business Review.

Introduction 

Emotional well-being and mental health of employees have become an increasing concern over the last few years. The modern workplace have witnessed a significant transformation. Employee well-being has increasingly gained attention in modern organizational practices, especially within human resource management. With a growing recognition of its impact on productivity, mental health, and job satisfaction, many organizations are investing in strategies that focus on enhancing the psychological health of their workforce. Mental health is a state of well-being in which an individual realizes their own potential, can cope with the normal stresses of life, can work productively, and is able to make a contribution to their community  (Herrman et al., 2004). Programs like Employee Assistance Programs (EAPs), leadership development, and promoting psychological safety are just a few methods used to address these needs.

This article will explore the various ways HR practices influence mental health in the workplace. It will highlight the importance of implementing psychological safety and mental health initiatives, as well as the role of EAPs and leadership development in improving employee well-being, preventing burnout, and fostering a supportive work environment. Case studies, such as Caterpillar’s hybrid EAP model, will provide insight into how these strategies are applied and the benefits they bring to both employees and organizations.

Importance of emotional well-being 

Outside the field of organizational sciences, “happiness” is often understood as psychological well-being (PWB), which is sometimes referred to as personal or subjective well-being. PWB is generally described as the overall effectiveness of an individual’s psychological functioning. Unlike job satisfaction, which includes both cognitive and emotional components, PWB is primarily an emotional experience. It refers to the ability to manage emotions effectively, and cope with the challenges and stresses of daily living.  

Relationship between job satisfaction and performance

For decades, researchers have explored the theory that happiness and job satisfaction are directly linked to productivity, with studies dating back to the early 20th century consistently examining this relationship. Two primary theories emerge from the literature a) Human Relations Theory, and b) Emotion theory. Let us have a closer look at the two:

1. Human Relations Theory originating nearly a century ago, suggests that higher employee well-being, often assessed through job satisfaction, fosters higher morale, which subsequently enhances productivity.
2. Emotion Theory suggests that positive emotions and moods enhance motivation and performance, either directly or by influencing attitudes and behaviours. These frameworks highlight the significant impact of well-being on workplace outcomes.

Burnout

The adage “Happier workers work better” serves as a driving motivation to Human Resources departments to create a healthy and psychologically safe workplace for the employees. One of the main issues standing in the way of employees being happy is burnout. Maslach and Jackson (1981) conceptualized job burnout as a stress syndrome with three dimensions: emotional exhaustion, depersonalization, and a diminished sense of personal accomplishment. It is a state of chronic physical, emotional and mental exhaustion. Burnout is not just about being tired, it represents a deeper crisis in which stress exceeds an individual’s capacity to cope effectively. Burnout has been a prevalent issue for a long time, but it is only in recent times that it has gained attention. Historically, the concept of burnout was not fully understood or acknowledged, and workers often pushed through stress and exhaustion without considering the long-term impact on their health or productivity. In many cultures, especially in highpressure industries, there was an expectation of constant output, and signs of burnout were often seen as personal failings rather than systemic issues. However, as awareness of mental health and well-being has grown, burnout has increasingly been recognized as a serious concern. The impact of burnout on productivity, job satisfaction, and overall health has prompted companies and HR professionals to take more proactive measures in addressing the issue. 

HR Strategies for Fostering Mental Health

In recent years, organizations have begun to prioritize employee well-being, implementing strategies such as mental health support programs, stress management workshops, and policies promoting work-life balance. There is also a growing emphasis on creating psychologically safe environments where employees feel supported, heard, and empowered to manage their workloads effectively.

Figure 1. Created by the author

Psychological safety

Psychological safety is described by Edmondson (1999) as the “shared belief held by members of a team that their team is safe for interpersonal risk taking – that others will not embarrass, reject, or punish them for speaking up”. Psychological safety is broadly defined as a climate in which people are comfortable expressing and being themselves. More specifically, when people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution. They are confident that they can speak up and won’t be humiliated, ignored, or blamed. They know they can ask questions when they are unsure about something. Psychological safety is an essential component of a healthy and highperforming workplace culture. When organizations prioritize it, they tend to experience lower turnover rates, higher employee engagement, and improved productivity. Employees in such environments feel valued, respected, and supported, which leads to greater job satisfaction and better overall performance. In contrast, a lack of psychological safety can foster a toxic work environment. Employees may become hesitant to speak up, share their ideas, or voice concerns, which stifles innovation and creativity. This is especially harmful for marginalized or underrepresented groups, who may already feel vulnerable or excluded, making them even more reluctant to express themselves in a psychologically unsafe environment.

HR practices play a crucial role in implementing psychological safety. Behaviourally, psychological safety leads employees to engage in open communication, voice their concerns, and seek greater feedback; all of which are interpersonally risky behaviors (Pearsall & Ellis, 2011). HR can also promote inclusivity by ensuring that all employees, especially those from marginalized groups, feel heard and valued. Training programs on empathy, bias reduction, and conflict resolution are often part of this approach, helping to create an environment of trust and respect. By embedding these practices into organizational culture, HR can help ensure that psychological safety becomes a foundational element of the workplace. This shift reflects a broader cultural change that recognizes the importance of sustainable working conditions for long-term success, both for employees and organizations alike. By implementing psychological safety in the workplace HR ensures reduction of stress and anxiety, enhanced emotional wellbeing, lower risk of burnout, encouragement of help-seeking behavior, positive organisational culture, increased job satisfaction and motivation which then sums up to positive impact on employees’ mental health.  

Occupational Health Psychology

Occupational Health Psychology is a field that is increasingly utilized by HR departments to improve mental health of employees within organizations. Occupational health psychology (OHP) is an interdisciplinary field focused on the well-being—specifically health and safety— of individuals in the workplace. Worker well-being is a crucial outcome for the employees themselves, as good health and safety directly impact their personal lives. Management often prioritizes employee well-being, recognizing that it can lead to valuable organizational outcomes such as lower healthcare costs, reduced absenteeism and turnover, and increased productivity. Thus, worker health is vital not only to the individual and the organization but also to society, as it affects national healthcare costs, productivity, and overall quality of life.

Employee Assistance Programs (EAPs)

These programs provide confidential counseling and support for employees facing personal problems, including mental health issues, substance abuse, and work-life balance challenges. Research consistently demonstrates that EAPs provide a significant return on investment by reducing absenteeism, improving employee productivity, and addressing mental health issues effectively, thereby enhancing overall organizational performance (Attridge, 2009). HR promotes and administers these services to help employees manage stress and maintain mental well-being.  

Wellness Programs

HR may implement initiatives focused on improving employees’ physical and mental health. Examples include fitness challenges, meditation sessions, ergonomic assessments, or providing resources for healthy eating. These programs are designed to improve employee well-being, reduce absenteeism, and increase overall productivity.

Stress Management Training

HR offer stress management workshops or seminars to teach employees techniques for coping with workplace stress, building resilience, and improving time management skills. This helps reduce burnout and improve overall job satisfaction.

Leadership Development Programs

HR often provides training for managers and leaders to enhance their emotional intelligence, communication, and conflict resolution skills. Leadership development programs have been shown to enhance leaders’ skills, foster team cohesion, and improve organizational effectiveness by creating a culture of trust and empowerment” (Day, 2000). These programs aim to help leaders create a positive work environment and manage teams more effectively, which directly impacts employee morale and productivity.

Case Study: 

Evaluating the Impact of Caterpillar’s Employee Assistance Program (EAP) on Workplace Outcomes

Employee Assistance Programs (EAPs) have become a cornerstone in supporting employee well-being, particularly in addressing work-related and personal challenges. Caterpillar, a leading manufacturer, conducted a study to evaluate the effectiveness of its EAP in improving work performance and overall life satisfaction. This case study details the methodology, findings, and implications of the study. 

Study Design

The study used a repeated-measures design to assess changes in five workplace outcome scales (WOS) before and after the utilization of EAP services. Key aspects of the study included:

• Data Collection: Initial data were gathered during EAP intake, while follow-up data were collected 90 days post-EAP service (Caterpillar Inc., 2015).
• Participants: Only employee clients (excluding family members) were included, with no incentives for participation (Caterpillar Inc., 2015).
• Methodology: Each participant served as their own control, reducing the influence of demographic and clinical factors (Caterpillar Inc., 2015).
• Limitations: The study lacked a comparison group, and potential biases due to non-random sampling and self-selection could not be fully examined (Caterpillar Inc., 2015).

The primary goal was to determine whether improvements in work performance persisted three months after using the EAP.

Results

The analysis revealed statistically significant improvements in several workplace and life satisfaction metrics (Caterpillar Inc., 2015). The table below summarizes the findings:

Discussion

The results of the study revealed significant improvements in absenteeism, presenteeism, and work distress, along with a modest increase in life satisfaction. These findings suggest that Employee Assistance Programs (EAPs) can play a crucial role in enhancing key workplace outcomes.

Notably, absenteeism showed the most improvement, indicating that addressing personal issues through the EAP may help reduce the time employees take off work. Similarly, presenteeism was reduced, implying that employees were able to focus better on their tasks as personal problems had less of an impact on their work.

However, the study found no substantial change in work engagement. This may reflect the limitations of EAPs, which, while effective at supporting individual well-being, may not have the capacity to directly address larger organizational factors that influence engagement.

These outcomes align with other studies that suggest hybrid EAP models, particularly those emphasizing face-to-face services, can provide notable benefits in improving employee productivity and reducing workplace stress.

Conclusion

Caterpillar’s EAP proved effective in enhancing employee well-being and improving workplace outcomes. The study highlights the value of EAPs in addressing absenteeism, presenteeism, and work distress, as well as their role in fostering overall life satisfaction (Caterpillar Inc., 2015). These findings underscore the importance of integrating EAPs into organizational strategies to promote a healthier, more productive workforce.

Organizations leveraging similar hybrid EAP models can expect comparable benefits, particularly when focusing on personalized and accessible services. However, broader systemic interventions are needed to address areas like work engagement that extend beyond the EAP’s scope.                                                                                                              

Conclusion

In conclusion, HR plays a vital role in shaping employee mental health by implementing programs and fostering a workplace culture that prioritizes well-being. Employee Assistance Programs (EAPs), such as the hybrid model used by Caterpillar, are a prime example of how HR can support employees through both onsite and offsite counselling services. By addressing personal challenges that affect work performance, EAPs help employees overcome issues like stress, burnout, and anxiety, which can otherwise hinder productivity and engagement. These programs not only support employees’ mental health but also contribute to a healthier, more productive workforce.  However, the effectiveness of EAPs and other mental health initiatives relies heavily on the environment in which they are delivered. Creating a psychologically safe workplace is crucial to ensure that employees feel comfortable accessing these services. Prioritizing mental health is not just a benefit for employees; it’s a key factor in building a resilient, engaged, and high-performing workforce.

About the Author 

Semra Delić is 26 years old with a Bachelor of Science degree in Psychology and in currently pursuing Master’s degree in Business Psychology at the Media University in Frankfurt am Main. Her research interests are related to emotional well – being and mental health. Her business article describes how HR practices influence mental health at work. 

References

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3. Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44,350–383.

4. Pearsall, M. J., & Ellis, A. P. J. (2011). Thick as thieves: The effects of ethical orientation and psychological safety on unethical team behaviour. Journal of Applied Psychology, 96,401–411.

5. Attridge, M. (2009). Employee Assistance Programs: A Research‐Based Primer. International handbook of work and health psychology, 383-407.

6. Day, D. V. (2000). Leadership development:: A review in context. The leadership quarterly, 11(4), 581-613.

7. Workplace mental health – caterpillar. (2015). https://workplacementalhealth.org/casestudies/caterpillar

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As Daniel Goleman correctly states, “What really matters for success, character, happiness, and lifelong achievements is a definite set of emotional skills—your EQ—not just purely cognitive abilities that are measured by conventional IQ tests(1995).” In an era where emotional intelligence is widely recognised as a vital driver of personal and professional success, the notion of emotional capital has evolved as a useful framework for comprehending the role of emotions in developing human and organisational potential. Emotional capital is the collection of emotional competences, skills, and assets that individuals and organisations can use to overcome obstacles, create collaboration, and achieve long-term success. Emotional capital, which is based on the broader concept of emotional intelligence, encompasses the collective emotional resources of teams, communities, and organisations. These resources—empathy, resilience, emotional regulation, and interpersonal skills—are critical in building environments that foster trust, innovation, and wellbeing. Emotional capital is the storehouse that holds positive emotions, emotional intelligence, and trust that individuals or organisations cultivate and invest in relationships. It has a significant impact on personal success, leadership effectiveness, and team relationships by increasing resilience, collaboration, and innovation. Individuals and organisations may nurture emotional capital by developing settings of empathy, connection, and mutual respect, all of which are necessary for long-term growth and well-being.

This paper explores the multifaceted nature of emotional capital, examining its theoretical foundations, its relationship to emotional intelligence, and its implications for leadership, organizational culture, and employee engagement. By shedding light on the strategic value of emotional capital, this study intends to contribute to the expanding discussion about the relationship between emotions and success in modern contexts.

Literature review

Cognitive theorists developed a positive link between emotions and cognition, implying that emotions are influenced by personal interpretations or appraisals of events. A paper Review of Emotional Intelligence by N. Gayathri and Dr. K. Meenakshi(2013) states that the change from perceiving emotions as disruptive to acknowledging their function in cognition. By using theories such as Daniel Goleman’s EI Framework, Appraisal Theories of Emotion, Maslow’s hierarchy of needs they emphasize the importance of understanding the interplay between emotion and cognition in shaping human behavior.

Another recently published paper by Mateusz Brodowicz(2024) talks about the Humanistic theory by Abraham Maslow and Carl Rogers. It delves into Maslow’s Hierarchy of needs, which describes a development from basic physiological demands to self-actualization, as well as Rogers’ Person-centred Therapy, which emphasises empathy, unconditional positive regard, and congruence in therapeutic settings. The paper also contrasts their theories, emphasising both parallels and differences, and discusses their long-term impact on current psychology.

Shuet Ching Neong, Zaleha Md Isa, and Mohd Rizal Bin Haji Abdul Manaf examines the relationship between emotional intelligence (EI) and organisational culture by systematically reviewing existing literature on the association between EI and organisational culture.The authors conducted the review from Web of Science (WoS) and Scopus databases and found Three primary themes emerged linking EI and organisational culture: Leadership, Knowledge Dissemination and Decision making. Which suggested that EI contributes to effective leadership, knowledge dissemination, and decision-making, all of which are integral to a positive organisational culture.

Gardner’s Theory of Multiple Intelligences which was introduced in 1983 was studied by Maslo.I.M. explores Howard Gardner’s proposition that intelligence is not a single, monolithic ability but a composite of multiple distinct intelligences. The article underscores the transformative potential of applying Gardner’s Theory of Multiple Intelligences in the learning process. It is recognized through “intrapersonal intelligence,” which involves understanding one’s inner feelings, motivations and Emotional Processing is Indicated through how self-knowledge can influence broader emotional understanding and decision-making. By embracing this multifaceted view of intelligence, educators can create more dynamic, responsive, and effective educational experiences that recognize and develop the full spectrum of human capabilities.

The paper “Emotional Intelligence: Theory, Findings, and Implications” by John D. Mayer, Peter Salovey, and David R. Caruso establishes a fundamental framework for comprehending emotional intelligence as a standard intelligence. Their findings emphasise the importance of EI in numerous facets of human functioning, as well as the potential benefits of acquiring EI abilities to promote both professional and personal growth.

Methodology

Upon researching on the topics, going through numerous papers related to the topic and conducting a survey. This study adopts a mix of qualitative and quantitative research approaches to explore in depth knowledge on emotional capital in today’s organisations. This design was selected to ensure a comprehensive understanding of emotional intelligence, balancing the knowledge about self awareness, awareness towards emotional intelligence and emotional capital in workplaces to increase the reliability of the survey and research.

The study was conducted with employees working in corporate offices across Asia, America and Germany. Participants were selected keeping in mind their employment status and years of experience ensuring a representative sample. The final sample included people of backgrounds ranging from IT, sales, marketing and HR. Data was gathered using Surveys over a time period of one month and research papers.

Data Analysis

Self-awareness, trust, organisation, and emotional intelligence were among the topics covered in the questions. According to the survey, respondents understood the meaning of emotional intelligence and were capable of managing their own emotions, but the scales fell to specific levels when it came to trust and companies. Another thing to note is that, when asked if they thought that investing in emotional intelligence would enhance organisational performance, the majority of women “yes,” whereas the majority of men gave “maybe” answers.

The majority of responses to the inquiry, “Are emotions considered a strength or weakness in your workplace?” were either neutral or negative, indicating that organisations still need to improve their internal culture in order to make a positive shift in the years to come.

While those in the IT and tech sectors struggled to stabilise their responses in support of their organisations being empathetic towards their emotions, those in the marketing, design, HR, and consulting sectors were significantly more satisfied and aware of their company’s and managers’ efforts and policies towards reducing burnout and promoting the culture of empathy and respect.

Additionally, we can see that companies fail to equip their staff with the necessary tools for managing stress at work. Which can be easily handled by training and workshops, access to resources and creating a supportive culture among many other possible ways.

Overall scores indicate that individuals with higher emotional awareness frequently reflect on how their emotions affect their decision-making. This highlights the importance of emotional introspection in enhancing self-regulation and control. Respondents who prioritize understanding others’ emotions tend to foster trust and serve as emotional anchors within their teams. This aligns with psychological theories suggesting empathy is a cornerstone of effective communication and leadership.

We also notice that in the question targeting an important emotional skill for the leader to have, “EMPATHY” was a term highly used in the responses. The responses on workplace emotional culture, such as “Are emotions seen as a strength or weakness?” and “Does the organization address emotional challenges?” reveal varied perceptions of emotional support at work, reflecting potential gaps in emotional intelligence training or organizational empathy.

Open-ended responses frequently mention “empathy” and “trust building” as critical emotional skills for leaders. This aligns with psychological models advocating that emotional intelligence in leadership drives team cohesion, resilience, and performance.

Data linking stress management and motivation underscores the psychological impact of organizational support structures. A well-managed emotional environment positively influences motivation and performance, a key finding in organizational psychology.

Many respondents highlight infrequent emotional intelligence training. This indicates a potential area for organizations to strengthen, as training equips employees to manage stress, empathize, and build better interpersonal relationships. Certain steps can be taken to ensure a hospitable empathetic environment for the employees to settle and work in, one of them being Fostering open communication by establishing clear channels for feedback and dialogue, ensuring employees feel heard and valued, by training leaders and managers to practice active listening, showing empathy and understanding in interactions and also by conduct one-on-one

meetings to discuss not only work performance but also personal challenges and needs.

Another one can be Promoting Emotional Intelligence in the workplace by providing EI training for leaders to enhance empathy, emotional regulation, and interpersonal skills and through offering workshops on self-awareness, conflict resolution, and emotional resilience. Also, by prioritising Mental Health and Well-being of the employees it can be made sure that the employees are provided with resources such as Employee Assistance Programs (EAPs), counseling services, and stress management workshops. Allowance of flexibility in schedules to accommodate personal needs and reduce burnout. Encouragement of taking breaks, vacations, and setting boundaries between work and personal time can really enhance one’s experience of working in an organisation also keeping in mind to Monitor and adapt policies from time to time, encouraging employees to voice opinions and problems, nurturing a comfortable physical and virtual space and training managers in empathy and leadership can shape employee’s well being and experience to a much more positive sphere.

Conclusion

In conclusion, this study highlights the significance of Emotional capital and its importance in workplaces. The research provides a deeper understanding of how improved or better emotional intelligence can create a better working environment, contributing valuable insights to the existing body of knowledge.

The findings underscore the importance of theories such as Emotional intelligence theory by John D. Mayer, Peter Salovey, and David R. Caruso, suggesting EI in various aspects of human functioning and highlights the potential benefits of developing EI skills to foster personal and professional growth which can also be seen in the data analysis where participants’ self awareness of emotions has helped them work better and comfortably in their workplaces and how their emotions are interrelated with their peers trusting them and approaching them for advice in a workplace. Daniel Goleman’s emotional intelligence framework which focuses on Empathy enhancing communication by fostering active listening and meaningful exchanges, which are essential for conflict resolution and collaboration was also a theory targeted in most answers of the survey. For instance, Upon asking what changes they would bring into their companies, empathy was a term most applied. This emphasizes the need for Emotional Intelligence in workspaces, which could lead to improved outcomes for not only the employees but also for the employers as a comfortable working environment will lead to an increased productivity and better returns.

Despite its contributions, the study acknowledges certain limitations, including awareness issues, difference in opinion, general and personal biases and external influences. Addressing these in future research could further refine and expand upon the findings, enabling a more comprehensive exploration of emotional capital.

Ultimately, this research underscores the potential of Emotional capital and its dire need in workplaces to benefit without compromising the employees well being and mental health. By addressing topics similar to Emotional Intelligence in work spaces, surface issues can be deeply addressed and a better approach can be taken whenever required. By continuing to explore this area, researchers and practitioners alike can drive meaningful progress in Emotional Capital and how it represents the evolution of emotional intelligence (EI) concepts into a broader framework that emphasizes the availability of emotional resources as a critical driver of organizational and societal success.

References

• Mayer, J. D., Salovey, P., & Caruso, D. R. (2004). Emotional intelligence: Theory,

• findings, and implications. Psychological Inquiry, 15(3), 197–215. https://doi.org/10.1207/s15327965pli1503_02

• Shuet Ching, N., Zaleha, M. I., & Mohd Rizal Bin Haji, A. M. (2022). Emotional intelligence and organisational culture: A systematic literature review. ResearchGate. https://www.researchgate.net/publication/364958713_Emotional_intelligence_and_or ganisational_culture_a_systematic_literature_review

• Masarat Syria. (n.d.). Multiple intelligences theory: Understanding Howard Gardner’s seven dimensions. Masarat.

  https://masarat-sy.org/en/multiple-intelligences-theory-understanding-howard-gardne rs-seven-dimensions

• Humanistic Theory: Abraham Maslow and Carl Rogers. (n.d.). Aithor.

  https://aithor.com/essay-examples/humanistic-theory-abraham-maslow-and-carl-roge rs

• Maslow’s hierarchy of needs. (n.d.). In Wikipedia. https://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs

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  https://en.wikipedia.org/wiki/Humanistic_psychology

• Personality psychology. (n.d.). In Wikipedia. https://en.wikipedia.org/wiki/Personality_psychology

• Mayer, J. D., Salovey, P., & Caruso, D. R. (2004). Emotional intelligence: Theory, findings, and implications [PDF].

  https://aec6905spring2013.wordpress.com/wp-content/uploads/2013/01/mayersalov eycaruso-2004.pdf

• International Journal of Humanities and Social Science Invention. (2013). Maslow’s Hierarchy of Needs: Understanding Key Contributions. https://www.ijhssi.org/papers/v2(3)/version-2/H234251.pdf

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Introduction 

While in earlier years effective leadership was associated with technical expertise and Intelligence Quotient (IQ), in today’s fast-paced business environment this is no longer the case. Emotional Intelligence (EI) has become a critical skill for successful leaders. This is due to the realization that the ability to understand, manage and empathize with one’s own emotions are crucial skills in leadership. Leaders who have high EI can make better decisions, build stronger relationships and create positive team culture even under pressure. This article shows the benefits of EI in leadership, highlighting how emotional intelligence enhances success of leadership by examining existing literature and key case studies.

Leadership Theories 

Leadership theories have developed with different approaches over time and revealed the multifaceted structure of leadership. To briefly define some theories of leadership, Great Man Theory argues that leaders have innate characteristics and lead with heroic qualities (Dobbins & Platz, 1986).

The other theory is Trait Theory, this theory suggests that leadership depends on physical and personality traits. However, these theories have been criticised over time for their inability to identify common leadership characteristics (Ekvall & Arvonen, 1991).
Moreover, Situational Theory emphasises that leadership style should change according to the context and the maturity level of followers (Greenleaf, 1977).

The last theory of leadership is that Style and Behaviour Theory argues that democratic, autocratic and laissez-faire leadership approaches can be effective in different situations (Yukl, 2001).

Table 1: (Marketer, 2022)

Leadership Styles 

The leaders who have passive avoidant management style avoid change, do not try to make improvements. There are several survey studies about effects of passive leadership on safety climate and safety behavior in followers. The studies show that passive leadership is associated with role conflict, role ambiguity, and conflicts among co-workers (Skogstad et al., 2007).

Leadership styles vary in terms of the ways in which leaders achieve organisational goals and influence followers. Transactional leadership adopts an approach that reinforces performance goals with rewards and bases the leader-follower relationship on mutual benefit (Bass, 1994). This style usually sets clear goals and controls the behaviour of followers through management exceptions. 

Traditional leadership encourages people to do their jobs by providing them with guidance, direction and motivation (Yusup, 2002). The key focus of a traditional leadership is to improve the business position of the company. The concept of leadership will be defined as an answer to the objective conditions in traditional societies. This opinion is based on two theories that are mentioned in the previous section are The Greatmen Theory and Trait Theory.

On the other hand, transformational leadership aims to motivate individuals to achieve higher goals and support their personal development. The key elements of this style include idealised influence, inspirational motivation, mental stimulation and individual attention.

In conclusion, these leadership styles show that leaders need to be flexible and adaptable to be effective in different contexts.

Emotional Intelligence in Successful Leadership 

Emotional intelligence (EI) was first introduced by Peter Salovey and John D. Mayer in the 1990s and then made popular by Daniel Goleman. He mentioned that emotional intelligence is the ability to manage, understand and recognize our own emotions and the emotions of others (Goleman, D., 1998). 

The concept of emotional intelligence is widely accepted but some psychologists believe that its explanatory value may be limited because EQ cannot be tested like general intelligence. On the other hand, Goleman (1998) identifies emotional intelligence as the strongest predictor of workplace success. Daniel Goleman’s work shows that self-awareness, empathy and soft skills are significant for effective leadership and these skills are related to EI.  

There are different performance tests that measure different components of emotional intelligence. For instance, one of them is the Diagnostic Analysis of Nonverbal Accuracy Scales (DANVA and DANVA-2; Nowicki & Duke, 1994). Elsewhere, this and other measures have been described in detail (Brackett & Geher, 2006. A comprehensive performance test of emotional intelligence is the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT; Salovey et al., 2002) for adults and the Mayer-Salovey-Caruso Emotional Intelligence Test, Youth Version (MSCEIT-YV; Mayer, Salovey, & Caruso, 2005) for adolescents (12-17 years). They require individuals to solve tasks related to each of the four abilities that’s why these are considered performance tests (Mayer, Salovey, Caruso, & Sitarenios, 2003). The adult version of the MSCEIT has eight tasks as shown in the figure below.  

Table 2: Rivers, S., Brackett, M., & Salovey, P. (2008)

Brackett et al. (2011) and Johnson (2016) illustrate how EI improves interpersonal relationships, adaptability and stress management which are crucial for successful leadership in organizations. Brackett et al.’s research (2011) highlights that individuals with higher emotional intelligence (EI) can build stronger relationships with other people and they can create supportive, social environments compared to people who have lower EI score. This fosters better team collaboration and effective conflict resolution in leadership. Johnson, B., (2016) focuses on adaptability and stress management in his research. It demonstrates that leaders with high EI are more durable under pressure. It means a high EI enables leaders to lead their teams effectively even in the face of challenges.  

In conclusion, the literature suggests that emotional intelligence plays an important role in successful leadership by improving interpersonal skills, stress management and adaptability. These researches emphasize that leaders with high emotional intelligence are more successful in managing emotions, fostering cooperation and overcoming workplace challenges. These abilities are essential for building strong teams, resolving conflicts and maintaining a positive, productive work environment and long-term success in leadership positions. Therefore, the level of EI should be considered a crucial skill of leadership.

Research Methodology and Analysis of Findings 

This research is a literature review. The research by Kerr et al. (2006) which investigated the relationship between managers’ emotional intelligence (EI) levels and leadership effectiveness ratings, involved the application of the Mayer Salovey Caruso emotional intelligence test (MSCEIT), the EI test, to 38 leaders in a large manufacturing organisation. Supervisory leadership effectiveness was assessed by subordinate ratings on an attitude survey questions connected with supervisor performance. All data consist of 1,258 survey responses. The results of the data analysis suggest that half of the MSCEIT scores shows that this is a strong predictor of successful leadership, particularly the branches about the experiential EI domain (r=0.50, p<0.001). On the other hand, the relationship between supervisor ratings and EI domain (r=−0.12) was not as expected. The findings show that the experiential EI branch of MSCEIT strongly predicts leadership success (r = 0.50, p <0.001). This indicates that managers’ competences such as emotional awareness and capacity to process emotional information play an important role in developing effective leadership skills. Experiential EI particularly emphasises that leaders’ ability to make sense of and manage emotions is critical. For example, an effective leader’s ability to understand the emotional needs of subordinates in crisis or challenging situations and to display a leadership style appropriate to these needs can improve team performance. Moreover, negative correlation (r = -0.12) may be due to a perceptual mismatch or a methodological factor. For example, subordinates may perceive their leaders’ high level of EI as manipulative behaviour and therefore may have given lower ratings.   

Discussion 

The results of this study confirm the important role of emotional intelligence (EI) in leadership effectiveness, as evidenced by existing literature.  The results of the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) indicate that experiential emotional intelligence, particularly emotional awareness and the ability to process emotional information are very important for successful leadership. These findings align with previous research (Brackett et al., 2011; Johnson, 2016). This research highlights the importance of EI in fostering strong interpersonal relationships, adaptability and stress management. 

Leaders with high EI provide several advantages for the team and the company. Firstly, their ability to manage emotions builds trust and loyalty with team members and also it can create a supportive and collaborative environment. Secondly, high-EI leaders demonstrate strong resilience during crises. For example, they can stay calm  under pressure while guiding their teams effectively. Lastly, their adaptability provides them to navigate the complexities of fast-changing business environments and ensure organizational success. 

This research’s findings also conduct potential challenges or limitations associated with EI in leadership. For example, leaders who are overly empathetic may find it difficult to make difficult decisions such as implementing disciplinary measures or managing conflicts, potentially jeopardising organisational effectiveness. In addition to this, there is a negative correlation between subordinates’ scores and emotional intelligence in the study points to a potential perception gap where highly emotional intelligent behaviours may be interpreted as manipulative by subordinates. This emphasises the importance of balancing emotional intelligence with transparency and authenticity in leadership practices. It means that a healthy workplace with successful leadership can be created by high EI and also transparency, autheticity.

Conclusion 

In conclusion, this paper shows that emotional intelligence is a critical skill for effective leadership in today’s business environment. Literature and findings underline the key benefits of EI, such as fostering trust, increasing adaptability and improving stress management. Leaders who have high EI are better able to build strong teams, resolve conflict and maintain a healthy workplace culture, all of which contribute to sustainable organisational success. 

Developing emotional intelligence should be a priority for current and future leaders for positive workplaces. EI not only enhances individual leadership abilities, but also impacts team and organisational performance positively. Leaders must develop self-awareness, empathy and emotional regulation to effectively cope with workplace challenges. 

Organisations can play a vital role in developing EI by incorporating it into their leadership training programs. To this end, organisations can offer EI skills workshops focusing on emotional awareness, allow leaders to practice empathy and active listening, and encourage them to receive feedback on their EI skills and development. In such a case, effective leaders can be produced and these leaders will achieve greater results for the organisation as well as support teamwork.

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• Rivers, S., Brackett, M., & Salovey, P. (2008). Measuring emotional intelligence as a mental ability in adults and children.  

• G. J. Boyle, G. Matthews, & D. H. Saklofske (Eds.), ThSAGE handbook of personality theory and assessment: Volume 2 — Personality measurement and testing (pp. 440–460). SAGE Publications. https://doi.org/10.4135/9781849200479 

• Salovey, P., Mayer, J. D., & Caruso, D. (2002). The positive psychology of emotional  

  intelligence. In C. R. Snyder & S. J. Lopez (Eds.), Handbook of positive psychology  

  (pp. 159–171). Oxford University Press. 

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• Yukl, G. (2001). Leadership in organizations (5th ed.). Prentice Hall. 

• Yusup, M. (2022). The concept of leadership in traditional and modern. Indonesian Journal  of Education (INJOE), ) 2(1), 41-49

The post The Benefits of EQ in Successful Leadership  appeared first on The European Business Review.

Emotional labor has become an important concept in the healthcare sector (Dogan et al., 2022). Controlling one’s emotions and expressions to conform to the standards of behavior adopted by an organization is called emotional labor (Yolanda, 2023). Emotional management refers to internal strategies to regulate emotions effectively (Chu, 2023). Healthcare professionals spend more emotional labor than other fields (Guzel et al., 2024). This study examined emotional labor and emotional management among healthcare professionals using a quantitative survey design with 50 participants. My findings emphasize that emotional management difficulties are not inherently gendered, suggesting that support systems should not be based on gender stereotypes but instead address the emotional challenges faced by healthcare professionals universally. This study contributes valuable insights into the emotional labor and emotional management experiences of healthcare professionals.

Literature Review

Emotional labor is the regulation of employees’ emotions and expressions to meet interpersonal role expectations at work (Li et al., 2024). Emotional labor has been defined as the personal emotional management of individuals that enables them to create an appropriate facial expression or physical movement that can be observed by society (Chu, 2024). According to Hochschild (1983), there are three types of emotional labor, which are surface acting, deep acting and genuine acting.  

Genuine acting is a process where the emotions felt are the same as the emotions displayed. Employees are motivated by intrinsic rewards rather than extrinsic rewards. Genuine acting employees spend minimal mental effort when they enjoy their work and display the emotions they truly feel, and this requires less effort from the employee compared to surface or deep acting (Chiwa &  Wissink , 2022).

Surface acting is when employees express their emotions by changing their physical behavior or facial expressions that do not reflect their true feelings or shape their inner emotions.

An example of this would be faking or hiding emotions. Surface acting deals with emotions passively and expresses them internally, not just on the surface (Feng et al., 2024).

Deep acting attempts to bring internal and external emotions into line with norms. Deep acting practitioners create the excitement that is needed or expected (Sarraf, 2018).

Emotional management and emotional labor are deeply connected, as they involve regulating and aligning emotions to meet professional and organizational goals. The effort employees expend to control their emotional expressions during interactions with customers is known as emotional labor. However, emotional management encompasses a broader set of skills and approaches used to effectively manage emotions, both internally and externally (Chu, 2023).

Employees who engage in emotional labor are more likely to experience emotional tiredness, particularly when their workload surpasses their emotional capacity, which can result in occupational burnout. Employees may experience job burnout and poor job performance if they have negative emotions or are unable to logically regulate them and there is no help or strategy accessible to address emotional issues. Employees who experience emotional exhaustion will feel emotionally detached, have negative emotions including tension, worry, despair, and anger, and their physical and emotional vitality is depleted. Additionally, they will express discontent with their jobs and risk losing them (Chien et al., 2022).

Continuous surface acting by employees or expectations of such behavior by organizations can have detrimental consequences because people can be good at manipulating their emotions for short periods of time. However, this has been difficult to maintain for many years. Organizations should prioritize balance between surface action expectations. An employee may feel good because a deeper experience of the necessary emotions can produce a state of mind that makes them feel that way (Kilicarslan & Ozsoy, 2024).

According to Chiwa and  Wissink  (2022) the most stressful type of emotional labor for employees was surface acting. The study found that the effects of surface acting on employees included emotional exhaustion, anxiety, anger, fatigue, low self-esteem, poor performance, at work, feelings of resentment, conflict of beliefs, mood swings, and feelings of being dishonest with oneself.

At work, emotional labor has a big impact on organisationally desired outcomes. Additionally, it impacts job satisfaction, physical and mental health, individual and organizational outcomes, customer service quality, customer satisfaction, and performance. Compared to those who frequently engage in surface acting, employees who display genuine emotions at work report higher levels of intrinsic job satisfaction. Deep acting promotes personal integrity, achievement, and a feeling of accomplishment (Sarraf, 2018).

Living emotions is very crucial for nurses to work through the clinical moral burdens and also enables them to have ethical and meaningful contact with distressed people. A positive relationship was revealed between nursing students’ caring behaviors and emotional labor behaviors (Dogan, Gumus, Kacmaz, 2022). More than half of nurses reported experiencing empathic emotions such as sympathy, sadness, compassion, and grief. Emotional labor can affect nurses’ physical and mental health, reduce nurses’ job engagement, and increase burnout, contributing to intentions to leave work (Chien , Lan, Chiou & Lin, 2022).

Many studies have yielded different results depending on genetic differences. Ericson (2001) found no significant differences between genders in emotional labor, Gender has no effect on the management of positive or other negative emotions. According to study female emergency medical services professionals were not found to have significantly lower surface acting and deepacting or higher job satisfaction than male EMS professionals (Balu al., 2014). However, Cheung and Tang (2011) explored how genders show different emotional labor behaviors. Findings indicated that women are more likely to engage in deep acting, while men rely more on surface acting. According to Goubet and Chrysikou (2019), women try more emotional management strategies to regulate emotions.  

Findings

This study aims to address the following questions.

• Are there significant gender differences in emotional labor in the workplace?
• Do men and women differ in their emotional management styles? (healthy vs. unhealthy)?

The study employed a quantitative research design using survey data to assess emotional labor experiences and emotional management among healthcare professionals. Emotional management was evaluated through a Likert scale (1-5) questionnaire. The research included 50 participants—25 men and 25 women working in the health sector. Convenience and snowball sampling were used to recruit participants. Data collection was made by using the Likert scale questions measuring emotional labor and emotional management styles.

Table 1: Gender Comparison of Median Emotional Management Scores

The Mann-Whitney U Test was conducted for the statistical comparison of the median scores of emotional management for men and women. Median scores for both genders ranged between 3 and 4, with no statistically significant difference observed. The p-values showed no significant statistical difference between genders. This may imply that gender is perhaps not a determining factor in emotional management scores.

Table 2: Gender Comparison of Healthy and Unhealthy Emotional Management Classifications

`Based on their responses, participants were classified as ‘healthy emotional management’ or ‘unhealthy emotional management, represented by 1 and 0, respectively. It showed that the men and women had unhealthy styles of emotional management. No statistically significant difference between the groups was found. Accordingly, as it befits, initial median comparisons had already suggested no differences; hence, statistical testing of the emotional management scores or styles did not reveal any significant differences by gender. Males and females both reported equal difficulties in maintaining healthy emotional management, emphasizing that such difficulties are not inherently gendered. 

Conclusion

The findings of this study have shown that emotional labor and emotional management difficulties in healthcare professionals are not affected much by gender. Most of the male and female participants indicated difficulties in healthy emotional management, hence being a challenge across the healthcare sector. This, therefore, calls for addressing emotional labor and emotional management in a manner that does not lean on gender but focuses on the emotional burdens faced by all health professionals. Support systems and interventions should be structured to assist professionals in managing their emotions effectively, irrespective of gender, toward better well-being and job performance.

References

• Balu. G., Bentley, M. A., Eggerichs, J., Chapman, S., & Viswanathan, K. S. (2014). Are there differences between male and female EMS professionals on emotional labor and job satisfaction? Journal of Behavioral Health, 3(2), 82-86.

• Cheung , F., & Tang, S. K. (2010). Effects of Age, Gender and Emotional Labor Strategies on Job Outcomes: Moderated Mediation Analysis. Applied Psychology: Healthy and Well-Being, 2 (3), 323-339.

• Chien C.C., Lan, Y. L., Chiou, S. L., & Lin, Y. C. (2022). The Effect of Emotional Labor on the Physical and Mental Health of Health Professionals: Emotional Exhaustion Has a Mediating Effect. Healthcare, 11(1).

• Chiwawa, N., Ngcobo, N. F., & W, H. (2022). Emotional labor: The effects of genuine acting on employee performance in the service industry. Journal of Human Resource Management, 20(2).

• Chu, H., & Chu, J. (2023). Emotional Labor Strategies for Frontline Social Workers Balancing Authenticity and Occupational Expectations. Academic Journal of Humanities & Social Sciences, 24 (6), 134-137.

• Chu, L. C. (2024). Effect of compassion fatigue on emotional labor in female nurses: The moderating effect of self-compassion. PLOS One, 19 (3), 1-19.

• Dogan, N., Gumus, K., & Kacmaz, H. Y. (2022). The Emotional Labor and Caring Behaviors of Nursing Students. Acibadem Universitesi Saglik Bilimleri Dergisi, 13 (4), 655-664.

• Ericson, R. (2001). Emotional Labor, Burnout, and Inauthenticity: Does Gender Matter?Social Psychology Quarterly, 64 (2). 146-163.           

• Feng, H., Zhang, M., Li, X., Shen, Y., & Li, X. (2024). The Level and outcomes of emotional Labor in Nurses: A Scoping Review. Journal of Nursing Management.

• Goubet, E. K., & Chrysikou, E. G. (2019). Emotion Regulation Flexibility; Gender Differences in Context sensitivity and Repertoire. Frontiers in Psychology, 10.

• Guzel, S., Dombekci, A., Topuz, V. C., & Yesildal, M. (2024). The Relationship between Distress Tolerance, Emotional Labor and Job Satisfaction in Private Hospital Workers. JMMR, 13 (1), 59-66.

• Hochschild, A.R. (2003). The managed heart: Commercialization of human feeling (20^thanniversary ed.). Berkley, CA: University of California Press.

• Kilicarslan, K., & Ozsoy, E. (2024). Which type of emotional labor leads to burnout? KOCATEPEİİBFD, 26 (1), 101-108.

• Sarraf, A. R. A. (2018). Relationship between Emotional labor and Intrinsic Job Satisfaction: The Moderating Role of Gender. Journal of Entrepreneurship and Organizational Management, 7 (1).

• Yolanda, A. (2023). Cultivating Organizational Commitment: The Impact of Emotional Labor and the Mediating Role of Emotional Exhaustion. Ultima Management Journal Ilmu, 15 (2), 180-197.

• Li, L., Xu, R., Wang, S., Zhao, M., Peng, S., Peng, X., Ye, Q., Wu, C., & Wang, K. (2024).  The moderating effect of family structure on the relationship between early clinical exposure and emotional labor of nursing students: a cross-sectional study.  BMC Nursing, 23 (1), 1-9.

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Introduction 

Emotions can be confusing and complex, yet they are a big part of our lives, affecting how we interact with others and handle various situations both personal and professionally. Every day, we experience a wide range of emotions. Some are easy to deal with, while others are more intensive and difficult to manage. Emotions play a major role in physical and psychological changes that influence in shaping our thought, behavior, interaction, ultimately impacting our overall job performance.

The American Psychological Association (APA), defines emotion as “a complex reaction pattern” that indicates how individuals deal with situations or matters they find personally significant. They point that emotion experience has three components:

• Subjective Experience: emotional states we feel (such as happiness, anger, or fear)
• Physiological Response: Physical changes (like increased heart rate)
• Behavioral or Expressive Response: is the actual expression of the emotions (include a smile, a laugh).

These states embrace our feelings, thoughts and physiological changes. They influence how we perceive and interact with the outside world.

In the workplace emotions are dynamic, influenced by a variety of factors such as organizational culture, job responsibilities, and personal stressors. These emotions, negative or positive, affect our behaviors, decision- making abilities, our behaviors and overall job performance. According to Hochschild (1983), emotion management refers to the process of monitoring, evaluating, and evaluating one’s own feelings and expressions to meet personal or professional goals. Employees and employers alike engage in emotion management, which play significant roles in fostering workplace harmony and productivity. Locke (1976), defines job satisfaction as “a pleasurable or positive state resolution from appraisal of one’s job or job experiences. Effective emotion management can also enhance employees’ feelings of personal achievement, well-being and identity. However, poor emotion management can lead to emotional exhaustion and burnout if they repeatedly display the same emotions. This is mostly seen or likely to occur when there is a mismatch between what employees feel and what they have to express.

Emotions management is accomplished at two important levels:

• Personal (level): represented by the person’s self-control capacity, emotional intelligence, ability to handle both the positive and negative emotions effectively.
• Interpersonal level (social) level: focus on settling the emotional changes between people such as employees and leaders or employees and clients (Andries, 2009).

Effective emotion management increases work performance and the key concepts include positive and negative emotions, emotional intelligence, self-control and emotional labor. Emotion regulation, as described by Gross (1998), is the ability to monitor, evaluate, change and influence the experience and expression of emotions. This process can occur at five stages:

• selection of the situation,
• changing the situation,
• spreading attention,
• changing cognitions,
• adjusting reactions.

Literature Review 

Emotional Intelligence (EQ) in literature was defined as the ability to recognize, understand and manage one’s own emotions and those of others, they are five on components which involves, which are:

Figure 1: Emotional Intelligence by Explore Psychology

• Self-awareness-: Ability to understand emotions and drives.
• Self- regulation: To control or redirect disruptive impulses
• Motivation: Staying driven
• Empathy: Ability to understand the emotional make-up of other people
• Social skill: Proficiency in managing relationships and building

A study by Psilopanagioti et al., (2012) found that the Use of Emotion dimension of EI was significantly and positively correlated with job satisfaction. Component of Emotional labor the surface acting- was found that was negatively correlated with job satisfaction. Additionally, in study was found that self-awareness (Self-Emotion Appraisal) was found to influence job satisfaction both directly and indirectly through surface acting, with gender moderating this effect.

Emotional Labor is the process of managing feelings and expressions to fulfill the emotional requirements of a job. It involves controlling one’s emotions to present a desired image in professional settings (Hochschild,1983). A Meta- analysis by Haiwen & Shuhua (2018), shows that surface acting (faking emotions) is negatively associated with job- satisfaction, while deep acting is positively associated. The study suggested that emotional expression in the workplace significantly impacts employees’ satisfaction level.

Interpersonal Emotion Management, definition involves regulating emotions in social interactions, in study has also seen that affects job satisfaction. Literature review highlights that some strategies such as focusing attention, adjusting circumstances, changing cognitive appraisals, and modulating emotional responses can enhance job satisfaction. These strategies enable employees to navigate workplace dynamics more effectively, leading to improved satisfaction (Phiri et al., 2019).

Madrid et al. (2020b) defines emotion regulation as processes by which individuals influence the emotions they experience, when they experience them, and how they express them. The study found that self-regulation is related to job satisfaction through the experience of affect at work. Specifically, affect-improving emotion regulation was positively related to positive feelings while working, thereby increasing the likelihood of positive judgements toward the job and the organization. Conversely, affect- worsening emotion regulation related to job satisfaction by reducing positive affect.

Doǧru (2022) study the findings from the meta- analysis revealed that emotional intelligence is positively related to organizational commitment, job satisfaction, and job performance and negatively related to job stress.

Theoretical Background 

Researchers Howard Weiss and Russell Cropanzano created the Affective Events Theory (AET),a theory that explains the connection between emotion, attitudes, and behavior. The theory posits that workplace events trigger emotional reactions,which in turn job satisfaction and performance.Research has shown that affective events can have a significant effect on employees’ attitudes and behaviors. For example, a positive affective event can lead to increased job satisfaction, while negative affective events can result in decreased job satisfaction. For example, a study by Weiss and Cropanzano (1996) found that employees who experienced positive affective events reported higher levels of job satisfaction and organizational commitment. Similarly, a study by Bono and Vey (2005) found that negative affective events were associated with increased turnover intentions and decreased job satisfaction (as cited by Fripp, 2023).

Lazarus Cognitive Appraisal Theory proposes that emotions are the results of an individual’s evaluation of events.These evaluation determine how a personal perceives the event as threatening or beneficial, which then influence emotional responenses.Employees who appraise their work environment as positive ( supportive and manageable)are more likely to experience positive emotions, leading to greater job satisfaction. Poor cognitive appraisal of job stressors ( e.g., conflicts) may result in negative emotions and reduced satisfaction.

Goleman’s Emotional Intelligence Framework: Goleman defines emotional intelligence as the ability to perceive, understand, and manage emotions.Higher EI enables individuals to navigate workplace emotions effectively leading to better job satisfaction. Studies have shown that emotionally intelligent employees are more adept at handling workplace challenges, resulting in higher job satisfaction (Suleman et al., 2020).

Job Demand- Control Model developed by researchers Robert Karasek and Töres Theorell suggest that job demand ( workload, emotional demands) require energy, while job control refers to extent to which an employee has the authority to make decision in their work ( the ability to choose work methods,setting own goals). Employees with high control have more flexibility and autonomy in their roles, which can contribute to a sense of job satisfaction and sense of empowerment.The model suggests that jobs with high demands and high control (active jobs) can lead to greater job satisfaction and motivation, while low demand-low control jobs (passive jobs) might result in low job satisfaction.

Social Cognitive Theory emphasizes the role of cognitive processes,self -regulation,and social learning in emotional responses.Individuals learn to regulate their emotions by observing others and using cognitive strategies. Organizations can help employees monitor progress, identify areas for improvement, can include tools such as performance training systems, training programs, and can facilitate self-regulation by providing resources.

Key component of Emotion Management 

Emotional management begins with self- awareness and your ability to recognize your emotions- what they are and the impact that these feelings have on you and your behavior.Emotion regulation takes further by helping you modify your emotion reaction to fit the context, allowing to stay calm.Emotional expression i the ability to express emotion in a healthy,which builds trust and improve communication with others. The key part of emotion management is Empathy focuses on the recognition of emotions of others and how you adapt to react to them. How you manage your emotions to work with your empathy is part of your emotional control. If you have high levels of emotional management, you are able to recognize your emotions and be able to Control them.Social emotion management involves navigating emotions in social settings, which helps you maintain healthy interaction and resolve.

Classifications of Emotion Management 

Cognitive Emotion management: Emotion management is a cognitive process and consciousness affects other psychological processes of the individual.

Self- Emotion Management is the ability to navigate and shift in a healthy way one thoughts, emotions and behaviors in order to make decisions and reach goals that benefit oneself and others.

Social Emotion Management: The individual uses social communication to influence the emotion management of others.

Unconscious Emotion Management: Emotion management is not always a conscious process, and the rules of feeling affect the individual’s emotion management.

Positive Emotion Management: A process in which the individual uses cognitive strategies to exhibit behaviours appropriate to the culture of the society in general and the culture of the organisation in particular”

Negative Emotion Management: An individual can manage his/her emotions in such a way that he/she feels a negative emotion.

What are the benefits of effective emotion management?   

Effective emotion management fosters a positive work environment and positive emotion at work improve problem- solving abilities and increase employee morale.

Employees who manage their emotions well tend to experience job satisfaction. Studies have found that emotional intelligence positively affect job satisfaction.

Employees with higher emotional intelligence a better at understanding and managing emotions, leading to improved job performance.

Positive psychology practices, such fostering positive emotion can improve social interaction and teamwork.

Work experiences and effective emotion management contribute to self-esteem development. Higher self-esteem is associated with better job satisfaction (Krauss & Orth, 2021).

Emotion management extends beyond workplace. Emotion capital has been found positively affect both job satisfaction and life satisfaction (Eyel & Akkaya, 2020).

Figure 2: Benefits of Emotion Management by Gentiana Fejzuli

Implications for Practice

Organizations should invest in training programs on emotional intelligence that can help employees manage emotion, leading to improved mental health and job satisfaction. Managers with strong emotion management skills foster positive work environment,

Concluding Remarks

Examination of the theoretical background and the research show that emotion management is essential for job satisfaction, self-awareness, and emotion strategies that contribute to enhancing job satisfaction. Organization support through promoting emotional intelligence and healthy emotion regulation, organizations can boost employee satisfaction and productivity. In research has been seen that proper management of emotional responses can lead to increased job satisfaction, and the inability to manage emotional reactions can result in a toxic environment characterized by decreased productivity.

About the Author

Gentiana Fejzuli, a master’s student in Business Psychology (Berlin) from Serbia, currently in her third semester. She is passionate about understanding the role of emotions in the workplace and their impact on employee satisfaction and productivity. Gentiana is working on a project titled “The Importance of Emotion Management for Job Satisfaction,” which focuses on how emotional regulation can enhance work environments. She aims to apply her knowledge to create positive and efficient workplaces.

References 

• Andries, A. M. (2009). Emotions Management within Organizations. ideas.repec.org. https://ideas.repec.org/a/ddj/fseeai/y2009i2p17–34.html

• APA Dictionary of Psychology. (n.d.). https://dictionary.apa.org/emotion-regulation?utm_source

• Doǧru, Ç. (2022). A Meta-Analysis of the relationships between emotional intelligence and employee outcomes. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.611348

• Emotional Labor | Quality Improvement Center for Workforce Development. (n.d.). https://www.qic- wd.org/umbrella-summary/emotional-labor?utm_source

• Fripp, G. (2023, November 24). What is the Affective Events Theory? – Organizational Behavior. My Organisational Behaviour Notes. https://www.myorganisationalbehaviour.com/what-is-the-affective- events-theory/?utm_content=cmp-true

• Goleman, D. (1995). Emotional intelligence. In A Bantam Book. Bantam Dell.

• https://asantelim.files.wordpress.com/2018/05/daniel-goleman-emotional-intelligence.pdf

• Krauss, S., & Orth, U. (2021). Work Experiences and Self-Esteem Development: A Meta-Analysis of Longitudinal Studies. European Journal of Personality, 36(6), 849–869. https://doi.org/10.1177/08902070211027142

• Madrid, H. P., Barros, E., & Vasquez, C. A. (2020). The emotion regulation roots of job satisfaction.

• Frontiers in Psychology, 11. https://doi.org/10.3389/fpsyg.2020.609933

• Psychology, E. (2024, December 23). Theories about emotional intelligence. Explore

• Psychology. https://www.explorepsychology.com/theories-about-emotional-intelligence/

• Psilopanagioti, A., Anagnostopoulos, F., Mourtou, E., & Niakas, D. (2012). Emotional intelligence, emotional labor, and job satisfaction among physicians in Greece. BMC Health Services Research, 12(1). https://doi.org/10.1186/1472-6963-12-463

• Psychology, E. (2024, December 23). Theories about emotional intelligence. Explore Psychology.

• https://www.explorepsychology.com/theories-about-emotional-intelligence/

• Schweizer, S., Gotlib, I. H., & Blakemore, S. (2020). The role of affective control in emotion regulation during adolescence. Emotion, 20(1), 80–86. https://doi.org/10.1037/emo0000695

• The science of happiness at work: How positive psychology can increase productivity | Penn LPS Online. (2023, October 6). https://lpsonline.sas.upenn.edu/features/science-happiness-work-how- positive-psychology-can-increase-productivity?utm_source

• Eyel, C. Ş., & Akkaya, G. (2020). The effect of emotional capital on job satisfaction and life satisfaction: A research on basketball players in Women’s Super League in Turkey. Graduate School of Social Sciences, Bahçeşehir University. Submitted April 6, 2020; Accepted June 3, 2020

• Uluç, Ö. S. (2023, July 8). A Milestone of Intelligent Development: Daniel Goleman’s Emotional Intelligence Theory – Experianta. Experianta – Land of Experiential Learners!

• https://experianta.com/directory/concepts/a-milestone-of-intelligent-development-daniel-golemans-  emotional-intelligence-theory/

• Uwa. (2023, September 29). Science of Emotion: The Basics of Emotional Psychology | UWA. UWA

• Online. https://online.uwa.edu/news/emotional-psychology/?utm_source

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Introduction

Organizational change is often accompanied by a range of emotional responses that either drive or hinder the transformation process. Change is an inevitable part of organizational growth and survival in a competitive business environment. However, navigating the emotional responses during such transformations poses significant challenge.

Employees often experience uncertainty, fear and resistance, which, if unaddressed can derail even the most well-planned initiatives within the organizations. Effective management of these emotions is crucial for leaders aiming to ensure smooth transitions and mitigate resistance. Leaders play a pivotal role in managing these emotions by creating a workplace of trust, empathy and open communication.

This article explores strategies that leaders can use to harness emotions during organizational transformations and discusses methods organizations can adopt to measure and address emotional resistance. Drawing on survey data, the article presents actionable insights into leadership practices, emotional intelligence and communication techniques, while providing frameworks and tools to track and mitigate negative emotional impacts.

Literature Review

Emotional Intelligence and Leadership in Change Management 

Emotional Intelligence (EI) is a cornerstone of effective leadership during organizational change. Goleman (1995) identifies self-awareness, self-regulation, empathy, motivation and social skills as key components of EI.

Leaders with high EI can better understand and respond to employees’ emotional needs, building resilience and commitment during transitions. Research highlights that emotionally intelligent leaders are more successful in creating supportive workplace environments and addressing resistance proactively (Bradberry & Greaves, 2009).

Moreover, leaders with advanced emotional intelligence tend to excel in conflict resolution and maintaining team morale during challenging times. They leverage their understanding of group dynamics and individual concerns to tailor their communication and actions. Studies suggest that integrating EI into leadership development programs can significantly enhance organizational adaptability to change, creating a culture where employees feel valued and heard.

Emotional Resistance in Organizational Change

Resistance to change often stems from fear of unknown, perceived threats to job security, or lack of trust in leadership. Kotter (1995) emphasizes that unaddressed emotional resistance can lead to cynicism, decreased morale and reduced productivity. Emotional resistance manifests in various ways and forms, from passive disengagement to active opposition and addressing these reactions requires nuances and empathetic approaches. Recent studies highlight the role of perceived fairness in mitigating resistance. When Employees feel that change processes are transparent and inclusive, they are more likely to support transformation efforts. Implementing participatory decision-making models and ensuring consistent recognition of employee contributions can potentially reduce emotional barriers and create sense of shared purpose.

Measuring Emotional Impact

Effective measurement of emotional responses provides organizations with valuable insights into employee sentiments. Tools such as surveys, feedback mechanisms, and sentiment analysis can help track emotional trends and identify areas requiring intervention. Regular assessment and review of strategies are essential to align organizational objectives with employee well-being (Cameron & Green, 2020).

Additionally, longitudinal tracking of emotional metrics can reveal patterns and enable predictive modeling for potential resistance points. Organizations increasingly use digital platforms to aggregate real-time feedback, allowing leaders to adapt strategies dynamically. For instance, AI-powered sentiment analysis can decode subtle emotional cues from open-text feedback, offering a granular understanding of employee sentiment. Combining these insights with periodic reviews ensures that emotional management strategies remain relevant and effective over time.

The Role of Organizational Culture in Emotional Managment

Organizational culture significantly influences how emotions are perceived and managed during change. A culture that prioritizes psychological safety enables employees to express their concerns and emotions without fear and retaliation. Edmondson (1999) emphasizes that urging psychological safety can lead to increased engagement and innovation during organizational change. Leaders can cultivate this environment by promoting open communication, encouraging collaboration and addressing conflicts constructively.

Organizations with strong cultures of adaptability tend to view change as an opportunity rather than a threat. These cultures promote continuous learning, resilience and alignment of individual goals with organizational objectives. Training programs, team-building activities, and recognition systems can further reinforce cultural values that support emotional well-being during change initiatives.

Interplay Between Communication and Emotional Responses

Communication Strategies play a pivotal role in shaping emotional responses to organizational change. Clarity, consistency, and transparency in messaging can reduce uncertainty and build trust among employees. Clampitt, DeKoch, and Cashman (2000) argue that frequent updates and clear communication of change objectives are essential in mitigating resistance.

Two way communication mechanisms, such as feedback sessions and open forums, allow employees to voice their concerns and provide input on change processes. This participatory approach not only enhances trust but also increases employee commitment to organizational goals. Leaders who actively listen and address feedback demonstrate empathy, which can significantly alleviate employees’ negative emotional responses towards change.

Research Questions

During literature analysis two main questions came to my mind. “What strategies can leaders use to effectively manage and harness emotions during periods of organizational transformation/change?”; “How can organizations measure and address emotional resistance to ensure smoother transitions during change?”. This research article will initiate research and analysis to try and answer these questions.

Methodology

Data Collection

The primary dataset used in this study consists of 40 entries (HR professionals, managers, leaders, and employees from companies that experienced change in organization) with 19 variables including Likert-scale responses on leadership practices, emotional intelligence and organizational strategies for managing change.  These data were analyzed to identify trends, correlations and come up with actionable insights.

Data Analysis techniques

Data analysis involved a mixed-method approach. Descriptive statistics, including mean, median and mode were used to summarize employee perceptions of Likert-scale responses. Pearson’s correlation coefficient was employed to examine the relationship between emotional challenges and leadership practices. Finally, Thematic analysis was conducted to identify common themes related to emotional challenges and successful leadership practices.

Results and Findings

The responses reveal that fear of uncertainty and concerns about job security are the most prominent emotional challenges faced by employees. Leadership practices, such as creating supportive environments (mean score 3,775) and openly communicating about changes (mean score 3.575), were rated moderately well, indicating efforts by leaders to address emotional concerns. However, areas such as proactively addressing resistance (mean score 3.05) and regularly reviewing strategies to mitigate emotional resistance (mean score 3.0) received lower ratings, suggesting significant opportunities for improvement. Opinions on emotional intelligence and drivers of resistance also varied widely, pointing to diverse perspectives across different organizational roles.

The correlation analysis further underscores the importance of structured approach in managing emotional resistance. Strong positive relationships were observed between equipping managers to handle emotional challenges and the use of tools to measure emotional responses (correlation coefficient 0.64). Organizations that actively use feedback mechanisms also tend to provide intensive training programs and resources to their leaders and employees during or before change is initiated with a strong correlation of 0.78 between these variables. Emotional intelligence training aligns closely with the regular review of resistance strategies (0.61), while proactive leadership correlates switch well-trained managerial teams (0.67). These findings highlight that organizations focusing on consistent training, emotional intelligence and feedback mechanisms are better equipped to address resistance effectively.

Results Highlights

High Ratings – Fear of uncertainty or job security impacts emotional resistance” received the highest mean rating (3.9), indicating significant employee concerns about job security during changes.

Moderate Ratings – Statements such as “Leaders communicate openly about organizational changes” (mean of 3.575) reflect moderate agreement on leadership’s transparency.

Low Ratings – “Leadership takes proactive steps to address emotional resistance” (mean of 3.05) underscores the need for improvement in this area.

Responses to “Resistance to change is driven by emotional factors” and “Leaders demonstrate high emotional intelligence” showed high standard deviations (∼1.2–1.4), suggesting diverse employee opinions for this subject matter.

Positive Correlations for statements like Managers are equipped to manage emotional challenges” and “Tools to measure emotional responses” (0.64); Feedback mechanisms are used to understand emotions” and “Training resources for managing emotional challenges” (0.78) indicate that structured feedback mechanisms and regular training enhance an organization’s capacity to manage emotional resistance during change.

Recommendations

Based on the findings of this research, organizations seeking to to effectively manage emotions during periods of organizational change should prioritize leadership development. Investing in comprehensive training programs that equip leaders with necessary skills to understand and empathize with employees’ emotions, communicate change effectively and transparently, create and maintain supportive and inclusive environments and proactively identify and address potential sources of emotional resistance is a crucial step for the organizations. Furthermore, implementing robust measurement systems during change is an essential factor as well. Organizations should utilize a variety of methods, such as surveys, focus groups and observations to identify emerging challenges and adjust strategies accordingly. Additionally, ensuring that feedback mechanisms are anonymous and confidential will encourage honest and open communication from employees.

Conclusion

Emotions play a pivotal role in the success or failure of organizational change initiatives. Leaders equipped with emotional intelligence, effective communication strategies and proactive measures can mitigare resistance and create positive work environments for transformation. Regular assessment of emotional trends and the adoption of evidence-based frameworks further enhance the organization’s capacity to navigate change. Future research should explore longitudinal studies to evaluate the long-term impact of these strategies on organizational performance.

References 

• Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. San Diego: TalentSmart.

• Cameron, E., & Green, M. (2020). Making Sense of Change Management: A Complete Guide to the Models, Tools, and Techniques of Organizational Change. Kogan Page Publishers.

• Clampitt, P. G., DeKoch, R. J., & Cashman, T. (2000). A Strategy for Communicating Organizational Change. Sloan Management Review, 41(2).

• Edmondson, A. C. (1999). Psychological Safety and Learning Behavior in Work Teams.Administrative Science Quarterly, 44(2).

• Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. BantamBooks.

• Kotter, J. P. (1995). Leading Change:Why Transformation Efforts Fail. Harvard Business Review Press.

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The integration of artificial intelligence (AI) into workplaces is rapidly changing the nature of work, particularly in fields like human resources (HR) and customer service. As AI-driven tools become more prevalent, a new set of skills are needed for effective human-machine collaboration. This article examines the critical role of emotional intelligence (EI) in navigating this evolving landscape. Specifically, it addresses how EI influences employee collaboration with AI tools in HR and customer service and its significance in fostering trust and engagement in human-AI workplace interactions. The article concludes by emphasizing the need for organizations to prioritize EI development to ensure a smooth transition into an AI-driven future.

Introduction

The rapid advancement of artificial intelligence (AI) is transforming workplaces across industries. As AI-driven tools become increasingly integrated into HR and customer service, the nature of work is evolving, requiring a new set of skills for effective human-machine collaboration. Emotional intelligence (EI) has emerged as a critical factor in navigating this changing landscape. This report examines the impact of EI on human-AI collaboration, addressing two research questions:

1. How does emotional intelligence in employees influence their collaboration with AI-driven tools in HR and customer service?
2. What role does EI play in building trust and engagement in human-AI workplace interactions?

Literature review

Theoretical Foundations of Emotional Intelligence in HCI

Understanding the basic tenets of emotion and EI is essential to exploring how these factors influence human-machine collaboration. Martínez-Miranda and Aldea (2004) define emotions as encompassing physiological, behavioral, cognitive, and affective components, all of which shape user experience with AI systems. This complexity highlights the importance of emotion-oriented design in human-computer interaction (HCI), where users’ emotional responses must be factored into interface design. Building on this, appraisal theory, as discussed by Silvennoinen and Jokinen (2020), emphasizes that emotions arise from cognitive appraisals of situations, influencing users’ interactions with AI-driven systems. This suggests that AI tools must align with users’ emotional expectations to foster positive interactions.

Additionally, the shift from Emotional Quotient (EQ) to Emotional Intelligence (EI) underscores the importance of flexibility and context in emotional skills within modern workplaces (NeuroLaunch, 2023).

Unlike EQ, a static measurement akin to IQ, EI reflects a broader, adaptive skill set that involves managing and responding to emotions in a dynamic, context-sensitive way. This distinction is essential in HCI, where interactions with AI require not just a fixed score of empathy or self-regulation, but a continuous, situational ability to respond thoughtfully. Thus, the term EI better captures the evolving skill set needed to manage emotions in nuanced interactions with AI, where emotional sensitivity and adaptability enhance user experience and collaboration.

The Role of Emotional Intelligence in Human-AI Collaboration

Emotional intelligence (EI) encompasses the ability to recognize, understand, use, and manage emotions in oneself and others. In the context of human-AI collaboration, EI is crucial for:

1. Effective Communication: AI-driven tools often require clear communication of needs and interpretation of outputs. Employees with high EI can effectively convey their requirements and understand the information provided by AI systems, enhancing productivity and minimizing errors (Pandey, 2023).
2. Building Trust: Trust is essential for successful collaboration. Employees who trust the AI tools they work with are more likely to use them effectively and embrace their recommendations. EI allows employees to understand AI’s limitations and interpret its outputs with appropriate caution, fostering trust in the system (Martínez-Miranda & Aldea, 2004).
3. Managing Emotions: Working with AI can evoke a range of emotions, from excitement to anxiety. Employees with high EI can regulate their emotions and respond constructively to the challenges of human-AI collaboration.
4. Empathy and Understanding: As AI tools become more sophisticated, they can increasingly understand and respond to human emotions. Employees with high EI can contribute to developing these systems, ensuring they interact with users in an empathetic and ethical manner (Peter & Urban, 2011).

Emotional Intelligence and Human-Machine Trust

For effective human-machine collaboration, trust is essential. Chaudhary, Nandan, Arya, and Binjola (2023) argue that EI skills, such as empathy and self-regulation, enable employees to interact with AI tools more openly, leading to greater trust. EI helps users manage expectations, understanding both AI limitations and capabilities, which fosters a realistic sense of reliance on AI-driven outputs. Similarly, Peter and Urban (2011) underscore the importance of integrating empathy into AI systems to make them more responsive to human emotional cues, thereby improving trust and overall engagement. Trust, as described by Gherson (2018), relies not only on AI’s ability to interpret and respond to human emotions but also on users’ constructive engagement with these systems.

AI in HR and Customer Service

AI is rapidly transforming many industries according to Shukla, A., & Agnihotri, A. (2022), (Figure 1). More specifically in this paper we look at AI transforming HR and customer service, automating tasks and providing new insights into human behavior. In HR, AI tools are used for:

1. Recruitment and Talent Acquisition: AI tools can screen resumes and identify potential candidates based on predefined criteria. High-EI employees can interpret these AI-driven suggestions with empathy, ensuring the AI’s recommendations align with company values and candidate potential.
2. Personalized Learning and Development: AI-driven systems can offer personalized recommendations, helping employees learn and grow. Employees with high EI can leverage these insights to maximize development opportunities.
3. Compensation Planning and Performance Management: By recognizing patterns and biases in AI data, high-EI employees contribute to fairer, more transparent HR practices (Pandey, 2023).

In customer service, AI is used for:

4. Chatbots and Virtual Assistants: Offering 24/7 support and quick responses, chatbots are common in customer service. Employees with high EI collaborate effectively with these systems, improving customer experiences and satisfaction.

5. Predictive Analytics: Anticipating customer needs through data-driven insights is another key role of AI. High-EI employees utilize this data to make personalized recommendations and address customer concerns empathetically (Chaudhary et al., 2023).

Shukla and Agnihotri (2022) further argue that EI supports adaptability in customer service, where emotionally intelligent employees help AI tools like chatbots provide personalized responses to customer needs. This balance between automation efficiency and personalized service is particularly relevant in emotionally charged customer service contexts.

Building Trust and Engagement in Human-AI Workplace Interactions

Trust and engagement are crucial for successful human-AI collaboration. Employees who trust AI tools are more likely to use them effectively and be engaged in their work. EI plays a vital role in building trust by:

1. Promoting Transparency: Employees with high EI effectively communicate AI’s limitations and decision-making processes, fostering understanding and trust (Silvennoinen & Jokinen, 2020).
2. Fostering Empathy: EI allows employees to consider how AI might impact others, leading to more responsible use of these tools (Gherson, 2018).
3. Addressing Concerns: Employees with high EI can address concerns about AI objectively and compassionately, building trust and mitigating fears of job displacement.

Ethical Considerations and Emotional AI

As AI systems become more prevalent, there are ethical concerns regarding their influence on emotions in workplace interactions. Silvennoinen and Jokinen (2020) highlight that emotionally intelligent AI requires ethical guidelines to avoid manipulative practices. This aligns with Gherson’s (2018) assertion that AI-driven tools must operate transparently to retain user trust and engagement, especially when handling personal or emotionally sensitive information.

Conclusion

As AI continues to transform the workplace, EI is increasingly critical to successful human-machine collaboration. Humans being emotional beings will result in the importance of having emotional AI as well as emotionally intelligent workers to cultivate a better human computer collaboration at workplaces.

Employees with high EI will be better equipped to:

• Communicate effectively with AI systems.
• Build trust and engagement in human-AI interactions.
• Leverage AI insights for better decision-making and performance.
• Ensure ethical and responsible use of AI tools.

Organizations should prioritize developing EI skills in their workforce through training, coaching, and a supportive culture that values EI. By embracing EI, organizations can unlock the full potential of human-AI collaboration, creating a more productive, engaging, and fulfilling workplace.

Discussion

The findings of this report suggest that while AI has introduced efficiency and precision into many workplace functions, it also brings challenges that require high levels of emotional intelligence to navigate effectively. As AI-driven tools are deployed across HR and customer service roles, they frequently handle sensitive, human-centered tasks such as candidate selection, performance management, and customer interactions. Integrating EI in these areas addresses several core issues:

1. Trust and Engagement in AI-Driven Processes

The relationship between trust, EI, and human-AI collaboration is complex. Trust is not only an essential component for successful collaboration but also a potential barrier when lacking. As noted by Martínez-Miranda and Aldea (2004), emotions play a significant role in shaping user perceptions of AI systems. Employees with higher EI levels are better positioned to foster trust by accurately interpreting AI outputs and recognizing AI’s limitations, which encourages more responsible and effective use. This foundation of trust is critical, as without it, employees are less likely to engage meaningfully with AI tools, and the benefits of these technologies may not be fully realized.

2. Enhanced Decision-Making and Empathy in HR and Customer Service

In HR and customer service, AI’s capacity to analyze data quickly and objectively can sometimes conflict with the need for empathetic judgment. Emotionally intelligent employees can mediate this tension by interpreting AI-driven insights through an empathetic lens, ensuring that decisions align with organizational values and human needs. For example, during candidate recruitment, high-EI employees can use AI’s insights on candidate fit while also weighing interpersonal skills or cultural fit—factors that AI may not fully capture. Similarly, in customer service, EI enables employees to support AI-driven chatbots in ways that prioritize empathy, enhancing overall customer satisfaction (Chaudhary et al., 2023; Shukla & Agnihotri, 2022).

3. Ethical Implications of Emotionally Responsive AI

As AI tools evolve, they are increasingly designed to respond to human emotions, raising ethical considerations. Silvennoinen and Jokinen (2020) argue that for AI to remain trustworthy, it must operate transparently, particularly when interpreting or responding to emotional cues. Emotionally intelligent employees are more adept at recognizing when AI behavior may unintentionally infringe on ethical boundaries, such as privacy concerns in data handling or manipulative emotional responses. EI skills enable employees to use AI ethically, promoting transparency and respecting users’ emotional boundaries. Ensuring ethical guidelines in emotionally responsive AI is critical as these systems become more capable of influencing users’ emotions.

Figure 1: Various Industries utilizing AI (Shukla, A., & Agnihotri, 2022)

References

• Averill, J. R. (1980). A constructivist view of emotion. In R. Plutchik & H. Kellerman (Eds.), Emotion: Theory, research, and experience: Vol. 1. Theories of emotion (pp. 305–339). Academic Press.
• Bower, G. H. (1992). How might emotions affect learning? The Handbook of Emotion and Memory: Research and Theory, 3-31.
• Chaudhary, T., Nandan, A., Arya, M., & Binjola, R. (2023). Connect between artificial intelligence and emotional intelligence at workplace. ResearchGate.
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• Darwin, C. (1872/1998). The expression of the emotions in man and animals. Oxford UniversityPress.

• Gherson, D. (2018). The business case for AI in HR: With insights and tips on getting started.
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• Magapu, S. S., & Vaddiparty, S. (2019). The study of emotional intelligence in artificial intelligence. International Journal of Innovative Science and Research Technology, 4(1), 594–602.
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• Pandey, P. (2023). Emotional intelligence skills in the age of AI: A review. International Journal for Multidisciplinary Research (IJFMR).
• Peter, C., & Urban, B. (2011). Emotion in human-computer interaction. In P. Petta, C. Pelachaud, & R. Cowie (Eds.), Emotion-oriented systems: The humaine handbook (pp. 27-39). SpringerInternational Publishing.

• Shukla, A., & Agnihotri, A. (2022). Emotional intelligence is now more necessary than ever due to the use of artificial intelligence in the workplace. International Journal of All Research Education and Scientific Methods (IJARESM), 10(9).
• Silvennoinen, J., & Jokinen, J. P. P. (2020). The appraisal theory of emotion in human–computer interaction. In R. Rousi, J. Leikas, & P. Saariluoma (Eds.), Emotions in Technology Design: From Experience to Ethics (pp. 27–39). Springer International Publishing.
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Introduction 

Every day, we enter a state of unconsciousness for six to eight hours, diving into a mysterious world shaped by dreams (Walker, 2017). Despite its critical role in emotional, cognitive, and physical restoration, sleep often goes unnoticed in discussions about workplace performance. Yet, it remains a cornerstone of human health and productivity. In recent years, sleep duration has been steadily declining among workers, raising significant concerns about the impact of this trend on their professional lives (CDC, 2017). 

Current statistics highlight the gravity of the issue in the United States: over 40% of workers in industries such as production, healthcare, and food preparation report sleeping six hours or less per night (CDC, 2017). This widespread sleep deprivation, driven by demanding schedules and increasing workplace stress, underscores the need for a deeper understanding of sleep and its critical role in workplace performance (Barnes, 2011).  

To address this growing concern, this article explores the question: “What is the impact of sleep on workplace performance?” By examining both the benefits of sufficient sleep and the detrimental effects of deprivation, this discussion aims to reveal how sleep shapes essential aspects of work, such as emotional regulation, decision-making, productivity, and learning. To answer this question, it is first necessary to explore the intricate mechanisms of sleep and the physiological and psychological roles they play. 

Understanding Sleep 

Sleep is a complex biological process essential for human survival and optimal functioning. It is regulated by two key mechanisms: sleep-wake homeostasis and the circadian rhythm (Holzinger, 2013). These mechanisms collaborate to ensure restorative sleep, cycling through distinct phases that contribute uniquely to physical, emotional, and cognitive well-being.  

The Phases of Sleep  

Sleep comprises multiple stages, broadly categorized into Non-Rapid Eye Movement (NREM), Rapid Eye Movement (REM) and Deep Sleep. These stages alternate in cycles throughout the night, each lasting approximately 90 minutes (Schulz, 2013). The transitions between these stages are illustrated in Figure 1, showcasing the distinct phases and their cyclic patterns throughout the sleep period (Zhang et al., 2022).  

Figure 1: The general sleep transitions and sleep cycles. Adapted from Zhang, Zhou, & Liu (2022).

Non-REM Sleep: This phase includes the lighter stages of sleep, preparing the body for deeper, restorative rest. During Non-REM sleep, physiological activities decrease significantly, with reductions in heart rate, breathing, and body temperature (Schulz, 2013).  

Deep Sleep: Also known as slow-wave sleep, this stage is vital for cellular repair, immune system strengthening, and the consolidation of declarative memory (Wießner, 2016). In deep sleep, the body reaches its most relaxed state, characterized by minimal brain activity and lowered blood pressure and heart rate. 

REM Sleep: In this stage, the brain becomes highly active, processing emotions and integrating experiences into long-term memory. REM sleep is associated with creativity and problem-solving (Rasch, 2013). Despite the heightened brain activity, the body experiences temporary muscle atonia, while breathing and heart rate may become irregular. 

The Circadian Rhythm 

The circadian rhythm serves as the body’s internal clock, regulating the sleep-wake cycle and aligning it with environmental cues like light and darkness (Holzinger, 2013). This rhythm is primarily influenced by external factors, notably daylight exposure, which affects melatonin production, a hormone that induces sleep and controls your internal body clock (circadian rhythms). 

Notably, the circadian rhythm evolves throughout an individual’s life. Younger individuals often have a delayed circadian rhythm, leading them to fall asleep and wake up later. As people age, this rhythm shifts earlier, explaining why older adults frequently wake up earlier in the morning (Schulz, 2013). Such natural changes can impact daily routines, productivity, and social interactions, especially in age-diverse workplace environments

Modern lifestyles heavily disrupt the circadian rhythm, particularly through widespread exposure to artificial lighting from electronic devices

Modern lifestyles heavily disrupt the circadian rhythm, particularly through widespread exposure to artificial lighting from electronic devices. The blue light emitted by screens suppresses melatonin production, which is produced by the pineal gland, delaying the body’s natural sleep cycle. This not only makes it harder to fall asleep but also increases the likelihood of frequent awakenings during the night, disrupting the entire sleep cycle. With nearly all individuals using smartphones, computers, or TVs during evening hours, the prevalence of disrupted circadian rhythms has significantly increased, contributing to insufficient and fragmented sleep across all age groups (Holzinger, 2013). 

Chronotypes  

Individual differences in sleep patterns, known as chronotypes, further influence sleep’s impact. Early birds, or “larks,” peak in productivity during the morning, while night owls function better in the evening. Mixed chronotypes fall between these extremes. Importantly, chronotypes are largely biologically determined and resistant to change when influenced externally, such as through imposed schedules or environmental pressures. Nevertheless, natural changes in chronotypes are evident over the human lifespan, with shifts toward earlier tendencies as individuals age. 

Figure 2: Chronotype distribution by age and gender. Data derived from Fischer, Lombardi, Marucci-Wellman, & Roenneberg (2017).

Figure 2 illustrates the distribution of chronotypes across genders and age groups. Chronotypes exhibit notable shifts as individuals age: younger men and women tend to have a higher prevalence of night owl tendencies, whereas older individuals increasingly identify as early birds. For instance, among men, the proportion of early birds rises from 18% in the 15–19 age group to 38% in the 60–64 group, while the prevalence of night owls steadily declines. A similar trend is evident for women, with the percentage of early birds increasing from 20% to 40% across the same age range. 

On average, 26% of men and 30% of women identify as early birds, while 31% of men and 29% of women are night owls. Mixed chronotypes dominate across genders, with approximately 43% of men and 41% of women falling into this category (Fischer et al., 2017). 

The majority of individuals fall within the categories of mixed chronotypes or night owls, particularly among younger populations where this trend is most pronounced. This presents a systemic challenge, as standard work start times frequently fail to align with the natural sleep-wake patterns of a significant portion of the population. Such misalignment disrupts overall sleep quality and duration, leading to cumulative sleep debt, increased fatigue, and diminished cognitive and emotional performance, ultimately affecting workplace productivity and well-being (Saalwirth & Leipold, 2021).  

While chronotypes naturally shift with age, gradually aligning with conventional work schedules, the impact on younger individuals and especially night owls remains substantial. As a result, individuals with night owl tendencies face significant challenges in adhering to early work schedules, further amplifying the adverse effects on productivity and health. These findings underscore the need for workplace policies that accommodate chronotypical diversity, fostering environments that promote both well-being and productivity.  

Sleep’s Role in Workplace Performance 

Sleep is a critical determinant of workplace success, influencing numerous factors that contribute to both individual and organizational outcomes. Among these, emotional regulation, decision-making, productivity and creativity, and learning and memory consolidation stand out as particularly impactful. Together, these aspects shape employees’ effectiveness, peer group dynamics, and the broader organizational culture. 

Emotional Regulation 

A well-rested individual brings balance and composure to the workplace. Sufficient sleep allows the brain to better regulate emotions, reducing stress and promoting harmony in interactions. Employees who sleep at least seven hours per night demonstrate 23% greater emotional stability, enabling them to navigate conflicts with patience and maintain positive team relationships (Barnes, 2011). This emotional resilience fosters collaboration, boosts morale, and strengthens workplace cohesion. 

Sufficient sleep allows the brain to better regulate emotions, reducing stress and promoting harmony in interactions.

In contrast, sleep deprivation throws emotional regulation off balance, heightening irritability and impulsivity. The brain’s prefrontal cortex, essential for managing emotions, becomes less effective, leading to a 60% increase in emotional lability among sleep-deprived individuals (Rasch & Born, 2013). These shifts can create workplace tension, increase conflicts, and weaken team cohesion, ultimately diminishing productivity and morale (Sachdeva & Sharma, 2021).  

The above comes to suggest that for a better emotion regulation and for a better performance at the workplace, individuals should have at least 7-9 hours sleep per day so that to be able to better navigate through workplace challenges and life’s adversities.  

Decision-Making 

Good decision-making is rooted in clarity and confidence, qualities that thrive with sufficient sleep. REM sleep, in particular, enhances problem-solving skills and neural processing, enabling individuals to perform 42% better on complex tasks compared to those who are sleep-deprived (Rasch, 2013). Rested employees are more adept at evaluating risks and benefits, making them reliable contributors in high-pressure situations.  

Sleep deprivation, however, clouds judgment and slows cognitive processing. Studies show that individuals operating on insufficient sleep are 30% less accurate in decision-making and far more prone to errors in high-stakes scenarios (Hoermann et al., 2021). When poor sleep quality becomes a pattern, impulsive choices and avoidable mistakes can disrupt workflows and jeopardize organizational goals (Sachdeva & Sharma, 2021).  

The above comes to suggest that in case we want to do better decision-making and to ameliorate the functioning of our higher cognitive processes, we have to pay a closer attention to a quality sleep that has the utmost power of improving the aforementioned processes. 

Productivity and Creativity 

Productivity thrives when energy levels are replenished and creativity is nurtured, a dual benefit of adequate deep sleep. Employees who sleep well are 35% more productive and commit 50% fewer errors compared to their sleep-deprived counterparts (Wießner, 2016). Creative industries, in particular, see a notable advantage, as rested individuals excel at reorganizing and integrating information, leading to innovative ideas and solutions.  

On the other hand, chronic sleep deprivation drags down productivity. Workers with poor sleep quality face an average 29% decline in output, while errors and delays increase significantly (Munafo et al., 2016). Insomnia symptoms alone contribute to the loss of approximately 7.8 productive days per employee annually, further compounding workplace inefficiency (Kessler et al., 2011). 

This comes to suggest that sleep deprived individual perform worse than those employees who have had a good night’s sleep, which hints to the fact that performance levels and quality sleep are very tightly interlinked. 

Learning and Memory Consolidation  

Every training session, brainstorming meeting, or new skill learned relies on the brain’s ability to consolidate information, a process fundamentally tied to sleep. Both slow-wave and REM sleep play critical roles in enhancing memory retention, with individuals who sleep seven to nine hours retaining up to 40% more information than those with insufficient sleep (Rasch, 2013). This advantage allows employees to adapt quickly to new challenges and continuously grow in their roles.  

Conversely, inadequate sleep disrupts the memory consolidation process, leaving employees struggling to retain and apply new knowledge. Poor sleep quality is linked to a 30% decline in job performance related to learning and adaptability (Sachdeva & Sharma, 2021). Over time, these gaps in skill retention hinder both individual development and organizational innovation.  

Improving Sleep for Better Workplace Performance  

Having explored the profound effects of sleep on workplace performance, it becomes essential to address the solutions. While the challenges posed by insufficient sleep are significant, there are actionable strategies that organizations, managers, peer groups, and employees can implement to mitigate these effects. By fostering healthier sleep habits across these levels, workplaces can enhance both individual well-being and organizational success, also by means of providing their employees with correlated training and/or introducing nap pods. 

Organizational Strategies 

Organizations play a vital role in promoting sleep health by creating an environment that supports work-life balance and well-being. Policies such as flexible working hours and limits on overtime can significantly reduce the strain on employees’ sleep schedules. Additionally, workplaces designed with stress-reducing elements, such as natural lighting and quiet spaces, help employees maintain better sleep quality. Introducing wellness programs or offering sleep education workshops further empowers employees to prioritize rest, fostering a culture of health within the organization. Research indicates that organizations implementing flexible schedules see up to a 20% reduction in employee sleep deprivation, contributing to higher productivity and morale (Reddy et al., 2020). 

Management Approaches  

Managers and leaders influence sleep health through the behaviors they model and the expectations they set. Encouraging leaders to prioritize their own sleep and advocate for reasonable workloads creates a ripple effect that benefits the entire team. Setting realistic deadlines and avoiding last-minute demands reduces employee stress, ensuring that workloads do not encroach on personal rest time. For night-shift workers, providing sleep-friendly environments, such as nap rooms or designated rest breaks, can mitigate the negative effects of irregular schedules. Studies show that leaders who model a balanced approach to work and rest improve team productivity and morale by 15% (Barnes, 2011). 

Social and Peer Group Dynamics 

The influence of social dynamics on sleep health is significant. Fostering a workplace culture where colleagues respect boundaries regarding after-hours communication is crucial. Peer support systems that promote healthy behaviors, including prioritizing sleep, help reduce workplace stress and its associated sleep disturbances. Additionally, discouraging group activities that disrupt sleep, such as late-night social events or excessive weekday drinking, contributes to healthier habits. Research highlights that teams with strong social support report 25% fewer sleep-related issues due to reduced workplace stress (Hoermann et al., 2021).  

Employee Actions 

Mindfulness meditation and breathing exercises are proven methods to reduce stress and improve sleep quality.

Employees themselves can adopt several strategies to improve their sleep quality and its subsequent impact on workplace performance. Practicing good sleep hygiene—maintaining consistent sleep schedules, avoiding caffeine and screen exposure before bedtime, and creating a relaxing pre-sleep routine lays the foundation for better rest. Mindfulness meditation and breathing exercises are proven methods to reduce stress and improve sleep quality. Recognizing the direct link between sleep and professional success motivates employees to prioritize rest, resulting in measurable improvements in their well-being and performance. Studies demonstrate that sleep hygiene education can improve sleep quality by 30% and reduce insomnia symptoms significantly (Sachdeva & Sharma, 2021). 

Conclusion: A Collective Responsibility for Better Sleep  

Sleep, as explored throughout this article, is influenced by a multitude of interconnected factors, spanning individual habits, social interactions, management practices, and organizational policies. While companies and managers can play a critical role in fostering a sleep-supportive environment, the ultimate responsibility for improving sleep lies with the individual. Sleep is deeply personal, shaped by one’s unique biology, behaviors, and lifestyle choices. 

Nevertheless, as individuals within a workplace context, we are part of a broader living continuum with significant social impact and shared responsibility. Organizations and leaders have the opportunity to create environments that encourage healthier behaviors, reflecting the principles of new work. This modern perspective emphasizes that work should not only drive productivity but also actively support the well-being of employees. By promoting flexible schedules, modeling healthy behaviors, and fostering a culture of respect and collaboration, workplaces can empower individuals to prioritize their health, including sleep.  

Ultimately, achieving better sleep and its associated workplace benefits requires collective effort. It is not solely about assigning responsibility but about acknowledging the interconnectedness of all levels: individual, social, and organizational. By understanding and addressing these dynamics, we can cultivate a more sustainable and human-centered work culture, where sleep is valued as an integral part of both personal and professional success.

References  

• Barnes, C. M. (2011). Sleep and organizational behavior: Implications for workplace performance. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 69–91. 

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• Holzinger, B. (2013). Sleep, circadian rhythms, and sleep disorders: An introduction to sleep science. International Journal of Psychophysiology, 90(3), 3–10.  

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• Munafo, M. R., Stamatakis, E., & Wareham, N. J. (2016). Sleep deprivation and workplace performance. Journal of Occupational and Environmental Medicine, 58(7), 671–678.  

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• Reddy, A. B., O’Neill, J. S., & Maywood, E. S. (2020). Circadian rhythms and workplace health. Trends in Endocrinology and Metabolism, 31(8), 543–555. 

• Saalwirth, C., & Leipold, B. (2021). Chronotypes and their impact on workplace productivity. Sleep Health, 7(2), 198–204. 

• Sachdeva, S., & Sharma, P. (2021). Sleep quality and job performance in working professionals. Journal of Occupational Health Psychology, 26(3), 199–208. 

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• The general sleep transitions and sleep cycles. Adapted from Zhang, X., Zhou, X., & Liu, Q. (2022). AI-empowered virtual reality integrated systems for sleep stage classification and quality enhancement. Retrieved from https://www.researchgate.net/publication/360908182_

AI_Empowered_Virtual_Reality_Integrated_Systems_for_Sleep_Stage_Classification_and_Quality_Enhancement.  

• Fischer, D., Lombardi, D. A., Marucci-Wellman, H., & Roenneberg, T. (2017). Chronotypes in the US – Influence of age and sex. PLOS ONE, 12(6), e0178782. https://doi.org/10.1371/journal.pone.0178782 

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Introduction

Generation Z is the next generation to enter the labor market. It includes all people born between 1995 and 2010 (Mann, 2022). This new generation brings new demands and expectations of employers, their so-called work values (Dose, 1997). Work values describe the aspects of work that are relevant to job satisfaction (Elizur, 1984 and Ros et al., 1999 cited in Moniarou-Papaconstantinou & Triantafyllou, 2015). The regulation of emotions is a fundamental part of adapting to different situations and dealing with them (Schutte & Malouf, 2013, Bridges et al., 2004). These situations include the world of work; emotional skills are one of the most important resources in relation to work (Jordan et al., 2007). Studies have shown that Emotion regulation and job satisfaction are linked with eachother (Pimentel & Pereira, 2022; Madrid et al. 2020; Luque-Reca et al. 2022). However, since work values and thus job satisfaction of Generation Z differ from other generations (Siemeister, 2024), it is relevant to examine this connection in such a sample. Additionally, there was no study found examining this topic in a Generation Z sample. In this article, the potential connection between emotion regulation and job satisfaction in Generation Z is analyzed with a quantitative study.

Job satisfaction

There are many definitions of the construct in the literature, but it can be described as: “[…] an attitude and then includes the emotional response to work, opinion about work, and willingness to behave in certain ways at work.” (Six & Felfe, 2004 cited in Nerdinger et al., 2019).

Job satisfaction is comprised differently in Generation Z than in other Generations. Members show different work values, which are the aspects of work that are important for job satisfaction. These are not represented in existing measurements of job satisfaction. The differences mainly lie in the factors of leadership, working conditions and development opportunities (Siemeister, 2024; Elizur, 1984 and Ros et al., 1999 cited in Moniarou-Papaconstantinou & Triantafyllou, 2015).

Emotions and emotion regulation

The term “emotions” does not have one set definition in the literature, however multiple authors agree that “it is a complex phenomenon that is accompanied by a change in various components” (Puca, 2021). These components are physiological reactions such as an increased heart rate, a behavioral component in the form of e.g. facial expressions and an experiential component, which describes how a person experiences emotions (Puca, 2021).

How emotions are classified differs depending on the author and there are multiple different approaches in the literature (Bulgang et al., 2020). A common approach is the valence-arousal plane by Russel (1980), which is shown simplified in figure 1. “Valence” describes a classification from positive to negative whilst “arousal” describes a classification from low to high arousal. Different emotions can be categorized in the four quadrants according to their relation of valance and arousal.

Figure 1: Depiction of the valence-arousal plane, creation of the author (adapted from Bulgang et al., 2020)

Emotions and their regulation are fundamental for individuals to adapt to different areas of life (Schutte & Malouff, 2013) and emotional skills constitute one of the most important personal resources for work (Jordan et al., 2007). Emotion regulation itself is defined as physiological, cognitive and behavioral processes which enable the individual to shape the experience and expression of their positive and negative emotions (Bridges et al., 2004).

Relationship between emotion regulation and job satisfaction

There are multiple different studies investigating the relationship between emotion regulation and job satisfaction in different scenarios. Pimentel & Pereira (2022) focused on the differences in the relationship of these constructs between family and non-family firms. Their results showed a strong and positive relationship between emotion regulation levels and reported job satisfaction (r=0.508; p=0.001). Madrid et al. (2020) found mediation effects between affect improving and affect worsening emotion regulation, positive and respectively negative affect and job satisfaction levels. The effects were of medium size and direct effects of emotion regulation on job satisfaction were not significant. Similar results can be found in Luque-Reca et al. (2022). Their paper found a small positive correlation between the constructs (r=0.26, p<0.01) but could not establish a direct and significant effect between emotion regulation and job satisfaction. However, they also found significant mediating effects between emotion regulation, positive and negative affect and job satisfaction of medium size. Yet, there is no study investigating the relation between these constructs in Generation Z. Examining the latter is the aim of this study.

Research question and hypotheses

The research question for this study was set as: “How are emotion regulation and job satisfaction related in a Generation Z sample?”.

Based on the existing literature two Hypotheses were formulated. H1 stated: “There is a significant and positive correlation between emotion regulation and job satisfaction in a Generation Z sample.” H2 stated: “Emotion regulation is a significant predictor of job satisfaction in a Generation Z sample.”.

Methodology

The aim of this study was to investigate the relationship between emotion regulation and job satisfaction in a Generation Z sample.

To achieve this, a questionnaire was designed in the tool “Unipark” which implemented two scales. The first scale was the brief version of the Difficulties in Emotion Regulation Scale DERS-16 (Bjureberg et al., 2015). This was beforehand translated into German using the translation of the DERS by Gutzweiler & In-Albon (2019). The DERS-16 uses a 5-point Likert scale. It was recoded, so that higher values indicate lower difficulty in the regulation of emotions, respectively better emotion regulation. The questionnaire has 16 Items and the five subscales: Clarity, Goals, Impulse, Strategies and Nonacceptance. The second used scale was the FAGZ (Siemeister, 2024) which is a scale for measuring job satisfaction tailored to Generation Z. This questionnaire uses a 4-point Likert scale, higher values representing higher job satisfaction. The questionnaire has 17 Items and the three subscales: Leadership, Working conditions and Development opportunities.

The survey was deployed over a span of three weeks and resulted in a sample size of n=91 of which n=77 were viable participants regarding their birth year and work experience.

This study can be described as an empirical, explanatory, fundamental study. This original group study collected and analyzed quantitative primary data. Furthermore, it is a non-experimental field study without repeated measurement with a cross-sectional design.

Data analysis

In order to test the proposed hypotheses, the used scales were tested for their reliability; internal consistency was calculated for this purpose. Variables were created that represent the constructs of emotion regulation and job satisfaction; these show the mean answer for the respective constructs. Although the variable emotion regulation is based on the difficulties in regulating emotions, in this study it indicates how well people can regulate their emotions. To test H1 the two variables were correlated with each other, a pearson correlation was calculated. To test H2, a linear regression was calculated with the variables mentioned. Additionally, descriptive results regarding emotion regulation and job satisfaction were analyzed. The data was analyzed using IBM-SPSS 30.

Findings and discussion of the results

Sample

The sample size was n=77 with a mean age of 24.04 years, 33,8% of the participants identified as male and 66,2% as female. No participant identified themselve as diverse.

Reliability

For the emotion regulation scale DERS-16 (translated to German) a reliability of ⍺=0.912 was calculated, indicating excellent reliability.

The used job satisfaction scale (FAGZ) showed an internal consistency of ⍺=0.924, also indicating excellent reliability.

Both findings go in line with previous research. For the DERS-16 Bjureberg et al. (2015) found an internal consistency of ⍺=0.92. The scales of the FAGZ were previously found to have an internal consistency of ⍺=0.865 to ⍺=0.940 (Siemeister, 2024).

Emotion regulation in the sample

Emotion regulation in this sample had a mean of 3.60, with a standard deviation of 0.701 indicating moderate to low difficulty in regulating one’s emotions. Higher values represent a lower difficulty in emotion regulation, respectively better emotion regulation. The variable shows a normal distribution (y=-0.496, k=-0.026).

Figure 2: Histogram showing the distribution of emotion regulation in the sample, creation of the author

Job satisfaction in the sample

In this sample job satisfaction showed a mean of 2.72 with a standard deviation of 0.646, indicating medium to high levels of job satisfaction. Higher values represent higher levels of job satisfaction. The variable shows a normal distribution (y=-0.392, k=-0.282).

Figure 3: Histogram showing the distribution of job satisfaction in the sample, creation of the author

Hypothesis testing

There was no significant correlation found between the variables of emotion regulation and job satisfaction in this Generation Z sample (r=0.189, p=0.099). As a result, H1 was rejected. H2 can now also be discarded, as a regression analysis is negligible due to the lack of correlation.

This result stands in contrast to Pimentel & Pereira (2022) as well as Luque-Reca et al. (2022) who found significant correlations between the constructs. The results of this study are however supported by studies that could not establish significant direct effects between the constructs, on the other hand these could establish significant effects when factoring in mediating variables.

There are several factors that might explain the results of this study. Firstly, the job satisfaction of Generation Z is composed differently (Siemeister, 2024) than that of other generations, which may explain why no correlation was found in the Generation Z sample of this study. Additionally, two limiting factors of this study may also have contributed to the results. Firstly, although the German translation of the DERS shows high reliability (Gutzweiler & In-Albon, 2019) in a sample that can be considered as part of Generation Z, it is worded linguistically imprecisely. Secondly, a sample size of n=77 is quite small; a larger sample could show different results, as the population is better represented.

Conclusion

In summary, the main result of this study is that no significant relationship between emotion regulation and job satisfaction in this Generation Z sample was found. This may be explained by the fact that Generation Z’s job satisfaction is comprised differently than that of other generations.

Further research could build on these results and mitigate the mentioned limiting factors by adapting the wording of the German version of the DERS and aim to reach a larger sample. Additionally existing mediating effect should be reviewed for the Generation Z.

Companies should note that emotion regulation has neither shown a significant correlation with job satisfaction nor has emerged as a significant predictor of it within this Generation Z sample. This should be taken into account when planning human resources interventions for Generation Z employees. Although emotion regulation skills are an important organizational resource, they are not directly related to job satisfaction in Generation Z. Here companies should consider other factors.

About the Author

Philipp Siemeister holds a bachelor’s degree in media- and business psychology and is currently pursuing his master’s degree in business psychology at the Media University of Applied Sciences, Berlin, Germany. In his previous studies, he developed a questionnaire to assess job satisfaction tailored for Generation Z.

References

• Bjureberg, J., Ljótsson, B., Tull, M. T., Hedman, E., Sahlin, H., Lundh, L., Bjärehed, J., DiLillo, D., Messman-Moore, T., Gumpert, C. H. & Gratz, K. L. (2015). Development and Validation of a Brief Version of the Difficulties in Emotion Regulation Scale: The DERS-16. Journal Of Psychopathology And Behavioral Assessment, 38(2), 284–296. https://doi.org/10.1007/s10862-015-9514-x

• Bridges, L. J., Denham, S. A. & Ganiban, J. M. (2004). Definitional issues in emotion Regulation research. Child Development, 75(2), 340–345. https://doi.org/10.1111/j.1467-8624.2004.00675.x

• Bulagang, A. F., Weng, N. G., Mountstephens, J. & Teo, J. (2020). A review of recent approaches for emotion classification using electrocardiography and electrodermography signals. Informatics in Medicine Unlocked, 20, 100363. https://doi.org/10.1016/j.imu.2020.100363

• Dose, J. J. (1997). Work values: An integrative framework and illustrative application to organizational socialization. Journal Of Occupational And Organizational Psychology, 70(3), 219–240. https://doi.org/10.1111/j.2044-8325.1997.tb00645.x

• Gutzweiler, R. & In-Albon, T. (2019). Überprüfung der Gütekriterien der deutschen Version der Difficulties in Emotion Regulation Scale in einer klinischen und einer Schülerstichprobe Jugendlicher. Zeitschrift für Klinische Psychologie und Psychotherapie, 47(4), 274–286. https://doi.org/10.1026/1616-3443/a000506

• Jordan, P. J., Ashkanasy, N. M. & Ascough, K. W. (2008). Emotional Intelligence in Organizational Behavior and Industrial-Organizational Psychology. In Oxford University Press eBooks (S. 356–375). https://doi.org/10.1093/acprof:oso/9780195181890.003.0014

• Luque-Reca, O., García-Martínez, I., Pulido-Martos, M., Burguera, J. L. & Augusto-Landa, J. M. (2022). Teachers’ life satisfaction: A structural equation model analyzing the role of trait emotion regulation, intrinsic job satisfaction and affect. Teaching And Teacher Education, 113, 103668. https://doi.org/10.1016/j.tate.2022.103668

• Madrid, H. P., Barros, E. & Vasquez, C. A. (2020). The Emotion Regulation Roots of Job Satisfaction. Frontiers in Psychology, 11. https://doi.org/10.3389/fpsyg.2020.609933

• Mann, M. M. (2022). No More Stereotypes: Exploring the Work Value Priorities of Generation Z [Dissertation, Campbellsville University]. https://www.proquest.com/docview/2667765690

• Moniarou-Papaconstantinou, V. & Triantafyllou, K. (2015). Job satisfaction and work values: Investigating sources of job satisfaction with respect to information professionals. Library & Information Science Research, 37(2), 164–170. https://doi.org/10.1016/j.lisr.2015.02.006

• Nerdinger, F. W., Blickle, G. & Schaper, N. (2019). Arbeits- und Organisationspsychologie. In Springer-Lehrbuch. https://doi.org/10.1007/978-3-662-56666-4

• Pimentel, D. & Pereira, A. (2022). Emotion Regulation and Job Satisfaction Levels of Employees Working in Family and Non-Family Firms. Administrative Sciences, 12(3), 114. https://doi.org/10.3390/admsci12030114

• Puca, R. M. (2021). Emotionen im Dorsch Lexikon der Psychologie. https://dorsch.hogrefe.com/stichwort/emotionen

• Russell, J. A. (1980). A circumplex model of affect. Journal Of Personality And Social Psychology, 39(6), 1161–1178. https://doi.org/10.1037/h0077714

• Schutte, N. & Malouff, J. M. (2013). Adaptive Emotional Functioning: A Comprehensive Model of Emotional Intelligence. In Nova Science Publishers eBooks. https://rune.une.edu.au/web/handle/1959.11/13506

• Siemeister, P. S. (2024). Entwicklung und Validierung eines Fragebogens zur Erfassung der Arbeitszufriedenheit angepasst an die Generation Z [Bachelor thesis]. Media University of Applied Sciences. 

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Globalization has increased communication with a diverse mix of individuals. Steering diversity is emotionally challenging for employees and leaders. Hence, management of emotions during workplace plays a key role in creating an equitable and inclusive environment.

Emotions are defined as appraisals of external stimuli. These appraisals result in either positive or negative responses. Through emotion regulation, individuals can control the appraisal and the type of response. When people engage in conversations (face-to-face or voice-to-voice), they have to maintain a demeanor. It requires effort, especially when external stimuli trigger emotions that do not match the genuine emotions within an individual. Hochschild (1983) defined this effort as emotion labor. The effort is enhanced when organizations establish norms, structures and expectations. Thereby, complexity of emotion labor at work increases for management of diversity at the workplace. Roberson (2006) detangled the synonymously used terms of diversity, equity, and inclusion. Diversity is the differences in individuals based on the demographics – measurable characteristics like race, gender, ethnicity. Inclusion refers to an environment protected by policies to remove obstacles to commitment, involvement, and engagement. Finally, Equity means distribution of resources and opportunities to treat everyone with fairness in a community or organization. Furthermore, Kanitz (2024) exemplified the ways in which employees respond to DE&I. Employees can be excited supporters with active engagement, or calm compliers showing passive participation that lacks leading initiatives. Employees can also be torn shapers who resist the manner in which these initiatives are conducted. Finally, the disconnected opponents who challenge the cause entirely. The employees can act as allies, challengers or participate in the initiatives. The way they choose to respond is governed by emotional responses. Therefore, emotion labor extends to all ranks within an organisation, roles, industries and diversity, through similar mechanism.

Figure 1: Reported Job Roles Affected by Emotion Labor of DE&I

Note. This graph illustrates frequency of responses 1-5 on ELS modified for DE&I initiatives from employees at different roles.

As shown in Figure 1, less than 40% of participants, belonging to HR and operations, report the majority of responses as “Never”. Subordinates responded to most questions with “sometimes”, “often and “very often”. Graphically representation of responses show that subordinates bear the burden of emotion labor of DE&I initiatives, followed by HR and individuals in operations. Further, it is proposed that role of emotion labor of DE&I initiatives is paradoxical on employees.

Emotion labor as a paradox

According to Hochschild (1983) “Emotion labor operates through two components – surface acting and deep acting”. Surface acting is defined as hiding expression of true emotions by masking them. For example, when flight attendants have to express neutral or positive emotions even with angry passengers, they engage in surface acting. Surface acting emerges when individuals with high prejudices overcompensate with positive emotions during DE&I discussions (Burns et al., 2008). Employees accepting positive emotions expressed by female leaders as a reflection of traditional views about gender roles (Garden, 2016).

The other component is deep acting. It refers to altering the feelings internally, then modifying the external emotion expression. For example, thinking of  customers as children when assisting them on flights to avoid getting frustrated (Hochschild, 1983). Deep acting manifest upon continuous exposure to intangible actions of DE&I initiatives. Employees tend to participate in such initiatives due to compliance than authenticity. They feel more emotionally exhausted than empowered because of lack of tangible changes or progress. This phenomenon of limiting the ability of an individual to oppose and obligatory participation is called rhetoric coercion. Research shows some organisations focus on inclusive and diverse image rather than implementation of actions to improve DE&I. Consequently, adding to the emotional pressure of maintaining neutral emotion expression while being exposed to overcompensated expression of emotions from privileged groups (Wong, 2007).

Diversity report from Intel Corporation showed overall numbers with 44.1% white, 36.3% Asian, 9.3% Hispanic/Latinx, and 4.9% African American. Within the diversity of demographics, there is a difference in gender distribution for job roles. While males dominated all departments, women represented 54.2% of non-technical sectors (Global Data, 2025). Similarly, diversity course educators emotionally respond to the experience with “anger”. While responses like “disappointment” and “empowerment” were recorded for male and female instructors respectively, within the same race (Moore et al., 2010). Data reveals openness to diversity, but no report of career growth, hiring status, promotion numbers. Consequently, working in diverse environments with no substantive progress demonstrates token support builds emotion suppression.

Another challenge, adding to the paradox, is microaggression. It is defined as subtle biases like micro insults, jokes during interactions at work. Microaggressions can be in the form of compliments. For example, “a credit to her race” suggesting certain ethnic groups are to be considered intellectually inferior. Black Women Faculty manage expression suppression towards microaggression through emotion regulation. Thus, understanding microaggression can address resistance towards DEI initiatives (Raider-Roth et al., 2021)

Even though, DE&I initiatives offer many advantages like innovation, work performance, growth, and expansion in the global market. Since, emotion labor manifests as a product of rhetoric coercion, token support and microaggression, research affirms role of emotion labor of DE&I is paradoxical. These studies help to identify gaps and build strategies to tackle challenges.

Figure 2: Organisational Support for desired by Employees

Figure 2 demonstrates, emotion support and therapy strategies to be the most desired form of organisational support needed by employees, followed by feedback and discussions. Many employees show no awareness of organisational solutions towards emotion labor of DE&I initiatives. Lastly, very few employees feel that relationships with colleagues can improve impact of emotion labor of DE&I. These themes help to identify strategies to deal with the multifaceted phenomenon of emotion labor of DE&I initiatives.

Strategies for Managing Emotion Labor of DE&I

1. Elimination biases through leadership

Social identity is formed due to shared values and beliefs. It prevents prejudice driven in-group and out-group biases. Leaders can provide an environment that builds such groups of shared goals (Dencheva Yordanova & Yordanova Dineva, 2022). Once individuals identify themselves aligned to a group that promotes diversity, equity and inclusion, it creates a sense of belonging and reduces resistance. Consistent rewarding systems, encouragement and empathy can enhance manager – employee relationships at work. Relationships amongst employees can also increase level of involvement and engagement in tasks. To prevent dissonance, managers can train employees to internalise emotions associated with a role. Relationship building exercises during DE&I events can focus less on vulnerabilities of sharing past experiences and engage in deep acting exercises. Managers should build quality relationships by listening and modelling ideal behaviour (Kogovsek & Kogovsek, 2014).

2. Building emotional resilience

One way to combat negative effects of emotion labor is better appraisal of the situation. Emotional intelligence, though not linked directly to emotion labor, offers a path to address emotion labor. Emotion awareness and regulation components of emotional intelligence can facilitate better appraisal of situations and reduce emotion labor (Brotheridge, 2006). DE&I training sessions can address microaggression by building interventions principally around emotional intelligence. Evoking genuine emotions for roles lead to more authentic interactions, creates inclusivity. Thus, interventions could focus on utilising emotion intelligence for emotion induced DE&I challenges.

3. Counselling and emotion support

Furthermore, preventive measures could go beyond addressing, training and feedback. Creating an open and safe environment helps employees to express their concerns. Therapists should assist DE&I initiatives to monitor the wellbeing of employees at every level. Therapy and emotional support sessions should be conducted for the individuals acting out such biases and for the individuals experiencing them (Velazquez et al., 2022).

4. Transparency and data driven results.

DE&I initiatives need data driven actions and results. Companies need to focus on making process metrics which aim at hiring, promotion and tracking career growth of diverse groups (Williams & Dolkas, 2022). Considering an example of a bank that hired employees as support staff that didn’t possess college degrees. Years later, the staff challenged the policy, no promotion without a college degree, as they trained for years under the organization to become loan officers. As a result, it pushed the management to consider long service support staff for the role of loan officers. Today, the bank is under a transformation by changing policies under hiring and promoting (Thomas & Ely, 1996).

Conclusion

Tackling emotion labor is challenging but handling it within the scope of DE&I is even more complex. Both have impactful presence in organisations, and poor management of either or both in combination can result in paramount repercussions like burnout, poor well-being, employee dissatisfaction and exhaustion. However, emotion labor when managed properly, can result in smooth transformation within companies through its components. Additionally, DE&I initiatives can use this component of emotion labor through several strategies suggested in the article.

References

1. Brotheridge, Celester M. (2006)The role of emotional intelligence and other individual difference variables in predicting emotional labor relative to situational demands. (2006). http://www.redalyc.org/articulo.oa?id=72709521

2. Burns, K. C., Isbell, L. M., & Tyler, J. M. (2008). SUPPRESSING EMOTIONS TOWARD STEREOTYPED TARGETS: THE IMPACT ON WILLINGNESS TO ENGAGE IN CONTACT. In Social Cognition (Vol. 26, Issue 3).

3. Dencheva Yordanova, S., & Yordanova Dineva, S. (2022). Emotion Regulation at Work Employees and Leaders’ Perspectives. International Journal of Innovation and Economic Development, 8(1), 50–71. https://doi.org/10.18775/ijied.1849-7551-7020.2015.81.2004

4. Garden, R. C. (2016) Fake It Until You Make It? Female Leaders’ Emotional Expression Fake It Until You Make It? Female Leaders’ Emotional Expression Management and Subordinates’ Gender Stereotypes Management and Subordinates’ Gender Stereotypes. https://doi.org/10.25777/xagp-qr59

5. GlobalData. (2025). Intel: Workforce diversity and inclusion in 2021. Retrieved from https://www.globaldata.com

6. Hochschild, A. R. (2003). The managed heart: Commercialization of human feeling (20th anniversary ed.). University of California Press

7. Kanitz, R., Reinwald, M., Gonzalez, K., Burmeister, A., Song, Y., & Hoegl, M. (2024, July 17). Research: 4 ways employees respond to DEI initiatives. Harvard Business Review. https://hbr.org/2024/07/research-4-ways-employees-respond-to-dei-initiatives

8. Kogovsek, M., & Kogovsek, M. (n.d.). EMOTIONAL LABOUR IN HOSPITALITY INDUSTRY: LITERATURE REVIEW.

9. Moore, H. A., Acosta, K., Perry, G., & Edwards, C. (2010). Splitting the Academy: The Emotions of Intersectionality at Work Splitting the Academy: The Emotions of Intersectionality at Work Part of the Inequality and Stratification Commons. https://digitalcommons.unl.edu/sociologyfacpubhttps://digitalcommons.unl.edu/sociologyfacpub/103

9. Raider-Roth, M., Vittoria Daiello, E., & Recasner, C. (n.d.). Microaggressions, Emotional Regulation, and Thriving in Higher Education: A Mixed Methods Study about Black Women Faculty.

10. Roberson, Q. M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group and Organization Management, 31(2), 212–236. https://doi.org/10.1177/1059601104273064

11. Thomas, D. A., & Ely, R. J. (n.d.). Making differences matter: A new paradigm for managing diversity. Harvard Business Review. Retrieved from https://www.hbr.org

12. Velazquez, A. I., Gilligan, T. D., Kiel, L. L., Graff, J., & Duma, N. (2022). Microaggressions, Bias, and Equity in the Workplace: Why Does It Matter, and What Can Oncologists Do? American Society of Clinical Oncology Educational Book, 42, 852–863. https://doi.org/10.1200/edbk_350691

13. Williams, J. C., & Dolkas, J. (2022, March–April). Data-driven diversity. Harvard Business Review. https://hbr.org/2022/03/data-driven-diversity

14. Wong, K. (2007). EMOTIONAL LABOR OF DIVERSITY WORK: WOMEN OF COLOR FACULTY IN PREDOMINANTLY WHITE INSTITUTIONS. https://doi.org/10.13140/RG.2.1.2880.6562

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This article delves into the effect that Corporate Social Responsibility (CSR) has on recruiting and retaining Generation Z (Generation Z) employees. It takes a two-pronged approach, using existing literature and new, primary data to paint a fuller picture. The study shows the significance of CSR, diversity, flexibility, and benefits in crafting good recruitment strategies. However, CSR and its correlations are even more important regarding retention. The study underlines findings about the correlation between CSR and retention. It gives recommendations concerning factors that future surveys can connect to delve even further into understanding the importance of CSR and other important aspects for Generation Z in the recruitment process.

Introduction

Born between 1995 and 2010, some people belonging to Generation Z already entered the workforce. This age group seems to behave differently than the preceding ones as they have distinct expectations that have been shaped by the rapid technological advancements of the last few decades and the global socioeconomic challenges (Benitez-Marquez et al., 2022). While we know that all recruits have different preferences, this generation is particularly distinguished by the fact that it is different from the previous one in both what it demands at the time of recruitment and what it demands for the future to feel valued and willing to stay long-term in a company.

Employers need to pay attention to the up-and-coming class of recruits called Generation Z as their interests differ from what they are accustomed to. This article will not only focus on the unique characteristics of Generation Z and what the literature has already found out. It will also explore through a study conducted by the author how Generation Z’s views on employers and its decision to retain a job are impacted by CSR, diversity, employment benefits, and flexibility. Lastly, the article will conclude what actions the employers must take to generate a successful recruiting and retention strategy.

Literature Review of CSR

To generate a deeper understanding of how CSR is shaping the recruitment of Generation Z, one must first understand what CSR even is.

To explain CSR, Carroll categorizes CSR into five key areas (Carroll, 1991).

First: Environmental Sustainability: Efforts to minimize environmental harm, like reducing carbon footprints and implementing eco-friendly solutions for the future.

Second: Social responsibility includes fair wages, workplace safety, general employee well-being, and overall established occupational health management.

Third: Ethical Business Practices: Transparency, fairness, and respect for human rights.

Fourth: Community Engagement: Supporting local initiatives through volunteering and partnerships.

Fifth: Economic Responsibility: Balancing profitability with sustainable growth and transparent governance.

To sum it up, CSR is not just an acronym for Corporate Social Responsibility, it is about organizations taking responsibility in various categories and giving a commitment that their operations are following strict ethical standards now and in the future.

Implications of CSR for Generation Z  

Studies reveal that Generation Z prioritizes workplaces that align with their values, particularly in areas of CSR, diversity, and flexibility.

According to McKinsey & Company (2022), Generation Z seeks purpose-driven careers where ethical practices and sustainability are integral. Research also suggests that organizations failing to address these expectations risk losing talent to competitors that better reflect Generation Z’s ideals. (Seemiller & Grace, 2016). The American

Psychological Association (2021) states that 46% of Generation Z adolescents age group see mental health and mental health implications as a major factor in their career choices and future decisions in general.  Furthermore, McKinsey & Company (2022) found that for Generation Z a job is not only a way to earn money, but much rather a way to live out their values and beliefs. Social and environmental engagements of companies are also integral factors for the job selection for Generation Z, as they are also part of the very important factor being CSR (McKinsey & Company, 2022; Deloitte, 2024).

Research Questions

The article centers on three distinct research questions. The primary one that was already discussed, is: What effect does CSR have on how Generation Z views potential employers? The author was primarily concerned with the perspective of the potential employee.

The second question is: What influence do factors like diversity, benefits, and flexibility have on Generation Z’s retention? This is focused more on the employee and retention than on the employer hiring process.

The last question is: To what extent can CSR create long-term loyalty for the employer? This part is again mainly focused on the actual employee’s perspective and loyalty to the employer.

The second and third questions will focus on the upcoming analysis of the study that was conducted by the author.

Methodology

This study adopted a quantitative research method, utilizing a survey instrument with 50 respondents 18-28 years of age. The survey gathered data on the following topics: First the importance of CSR in choosing a job, recruits’ reasons for preferring certain employers, and general impressions of employers in the light of their CSR practices. Second the importance of various traits of the employing company (including diversity, equity, and flexibility) on the choice of the employer and impressions of how responsible the employer or rather the employing company behaves. Third, the retention-related factors that make respondents feel good about staying with a company and consider it responsible (e.g., career growth, corporate values).

Results and Analysis

Key Findings

• CSR: seventy-six percent rated CSR as “extremely important” (mean = 4.72), correlating strongly with career growth (eighty percent), corporate values (seventy- six percent), and flexible work options (seventy percent).
• Diversity: Seventy percent viewed diversity as “extremely significant” (mean = 4.66), and they preferred inclusive work environments.
• Benefits: Eighty percent found benefits “extremely important” (mean = 4.8), making this the strongest predictor of retention.
• Flexibility: seventy-six percent rated flexibility as “extremely important” (mean = 4.72).

Cross-Tabulation Analysis: CSR and Retention Factors

Among respondents who rated CSR as “extremely important,” eighty percent valued career growth, seventy-six percent prioritized strong corporate values, and seventy percent emphasized flexible work options. These results show a strong link between CSR and other factors concerning retention. It shows how organizations, which are focusing on CSR can strengthen the long-term loyalty of employees.

Figure 1: Correlation Between CSR and Retention Factors (creation of the author)

Chi-Square Test: Diversity and Work Model Preferences

A Chi-square test revealed a significant association between diversity and the preferred work models (χ² = 8.13, p < 0.05). People who were prioritizing diversity were also much likelier to show a preference for hybrid or remote work models. This shows Generation Z’s preference for flexible and inclusive workplaces.

Regression Analysis: Influence on Retention Factors

Regression analysis demonstrates the influence of CSR, diversity, benefits, and flexibility on retention preferences. Benefits showed the strongest impact on the retention of Generation Z in this survey (β = 0.34, p < 0.01), this was followed by CSR (β = 0.32, p < 0.01), diversity (β = 0.29, p < 0.05), and lastly, flexibility which is still significant to the 0.05 level (β = 0.28, p < 0.05).

Figure 2: Regression Analysis of Retention Factors (creation of the author)

Discussion

Overall, these findings underline the importance of the different factors established in this paper (being: benefits, CSR, diversity, and flexibility) for recruitment and retention strategies of Generation Z. Employers have the task of balancing these modern priorities with traditional factors like salary and career growth. If they can successfully level these things, they are much more likely to attract, recruit, and retain Generation Z talent effectively. To fix a problem like job-hopping Zahari & Puteh (2023) suggest flexible work arrangements and opportunities for personal development. Through this strategy, the extreme fluctuation of talent can be mitigated a bit (Zahari & Puteh, 2023).

In addition, organizations that implement CSR efficiently, have a factor on their side that can lead to a differentiation from the competitors in the hard-fought job market. On the one hand, the launch of campaigns in these areas may initially lead to additional costs. On the other hand, the display of a commitment to factors such as sustainability, ethical practices, and community engagement, can often improve the general reputation of companies in the eyes of the younger generations such as Generation Z, and may lead to a deeper connection with Generation Z’s values, which leads to an improved will to work for this company. It may also foster long-term loyalty and satisfaction, which justifies the additional investment in the implementation costs. Change et al. (2024) also underline this development by stating that companies that are prioritizing ethical and sustainable practices are generally positioned better for the future to prosper in the always-changing job market (Chang et al., 2024).

Limitations

Even though the study provides some interesting insights, there are also some noticeable limitations. Firstly, one must mention the small sample size with only 50 people responding to the questionnaire. Also, there was a narrow cultural scope, meaning that most respondents were of European descent. This limited the overall generalizability of the study. Therefore, a suggestion for future research would be to involve larger, more diverse populations to be able to explore, compare, and have an analysis, of the different cultural variations in recruitment preferences of Generation Z. A final validation of the results that can also deepen the insights, could be given through longitudinal studies and other qualitative methods such as expert interviews with Generation Z. Also, the ability to have an understanding of the shared values between generations such as Gen X, Gen Y, and Generation Z, could give an insight into the upand-coming workforce dynamics.

Conclusion and Outlook

To give a conclusion one can say, that to maintain and attract Generation Z, companies have to evolve their recruitment efforts and integrate CSR, benefits, diversity, and flexibility. These factors are especially important in the eyes of employees when choosing a company to work for. If organizations can align these modern values with some of the traditional ones such as career opportunities or the height of the salary, they can create a strong reason for Generation Z to consider them. If these values are being met also play a huge role in employee retention and loyalty for the future.

Investments in ethics and sustainability not only position the company better in the changing job markets but also play a role in fostering the business economically for the upcoming years. Data analytics can help to identify trends that are interesting for Generation Z. Generally, companies must try to stay on top of the dynamically changing demands of the younger generations to present them with attractive work offers.

References

1. American Psychological Association. (2021). Stress in America 2021: A national mental health crisis. Retrieved from https://www.apa.org

2. Benitez-Marquez, J., Smith, A., & Johnson, R. (2022). CSR and Employee: A Generational Perspective. Journal of Business Ethics, 45(3), 215-230.

2. Carroll, A. B. (1991). The Pyramid of Corporate Social Responsibility: Toward the Moral  Management of Organizational Stakeholders. Business Horizons, 34(4), 39-48.

3. Chang, W., et al. (2024). Recruitment Strategies for a Digital Workforce. Harvard Business Review.

4. McKinsey & Company. (2022). Gen Z and the Future of Work.                           

5. Zahari, I. & Puteh, F. (2023). Employee Retention in the Post-Pandemic Era.       International Journal of Human Resource Studies, 11(2), 134-150.

6. Seemiller, C., & Grace, M. (2016). Generation Z Goes to College. Wiley.

7. Deloitte. (2024). The Future of Work: Insights for Employers. Deloitte Insights.

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