Feeling is performing: How authentic emotional expression unlocks team success

“Encouraging emotional openness doesn’t weaken professionalism; it enhances performance and fosters a more dynamic and connected workplace.” – Mollie Rogers Jean De Dieu, General Manager of Singapore and Malaysia at Longchamp, and Founder of Emotional Inclusion in the Workplace

In today’s evolving work landscape, the difference between a thriving, productive team and a disengaged workforce often comes down to one critical, yet frequently overlooked element: emotion. A growing body of research, including a recent study from Washington State University’s (WSU) Carson College of Business, underscored how emotional expression, especially in the act of helping others, can make or break workplace relationships. It is not just whether you help—it is how you help that shapes trust, collaboration, and reciprocity.

The study, published in the Academy of Management Journal, found that when employees express socially engaging emotions, such as gratitude or sympathy, while offering help, they are more likely to be perceived as having genuine motives. These emotional cues can enhance the quality of relationships and increase the likelihood of future cooperation. Conversely, expressions of pride or contempt can undermine trust and reduce others’ willingness to reciprocate support.

This insight dovetails with a broader call for emotionally inclusive workplaces—a movement championed by Mollie Rogers Jean De Dieu, General Manager for Singapore and Malaysia at Longchamp and the Founder of the nonprofit initiative Emotional Inclusion in the Workplace. Through her leadership role, her nonprofit, and her book Emotional Inclusion: A Humanising Revolution, Rogers is on a mission to reframe how emotions are perceived and practised in professional settings.

“Building a culture of emotional wellness goes beyond mental health policies,” Rogers told HRM Asia. “It involves providing education, promoting vulnerability among leaders, and encouraging open communication. Together, leaders, HR, healthcare practitioners, and employees must collaborate to create tailored strategies that humanise the workplace and support overall wellbeing.”

Her emphasis on collaboration echoes the findings of the WSU study, which recommends that leaders not only promote helping behaviours but also model emotionally authentic responses. “Helping stems from gratitude or concern for others is more likely to create positive, lasting relationships,” explained Stephen Lee, Assistant Professor of Management at WSU’s Carson College of Business. “If leaders can model those kinds of emotions in how they help their teams, it sets the tone for a more supportive and engaged workplace.”

But changing the emotional fabric of the workplace does not come easily. Rogers pointed out that many executives still struggle with emotional blind spots. “Emotions have historically been viewed as a form of weakness and unprofessionalism in the workplace,” she noted. “This stigma can create an environment where addressing emotional dynamics is not common practice, further obscuring leaders’ awareness of their blind spots.”

The cost of emotional exclusion is high. Gallup’s State of the Global Workplace 2024 Report revealed that 62% of employees are disengaged, described as being “psychologically unattached to their work and organisation.” Rogers sees this as a direct consequence of a workplace culture that does not validate or include emotional expression.

“Emotional engagement significantly boosts productivity and job satisfaction,” she explained. “When employees feel comfortable expressing their emotions, they are more likely to be motivated, innovative, and committed to their work. Encouraging emotional openness doesn’t weaken professionalism; it enhances performance and fosters a more dynamic and connected workplace.”

Rogers identified three key pitfalls often faced in developing mental fitness:

1. Neglecting Self-Care: Leaders who prioritise their team’s wellbeing over their own risk burnout, diminishing their ability to model healthy practices. “Holistic leaders often overlook their own mental and physical health, which can undermine their leadership credibility,” Rogers warned.
2. Fragmented Perspectives: Viewing leadership challenges in isolation rather than as interconnected issues can hinder the development of cohesive strategies. Rogers emphasised the need for an integrated approach to create a supportive organisational culture.
3. Inadequate Emotional Awareness: Without education in emotional intelligence, leaders struggle to build strong relationships and effectively navigate conflicts. “Holistic leadership requires a high degree of emotional awareness,” she said, stressing the importance of ongoing learning.

She stressed that addressing these pitfalls is not optional but critical to organisational success. “Investing in emotional inclusion not only enhance individual performance but also drives organisational resilience in an evolving work landscape,” said Rogers.

READ MORE: Embracing emotional inclusion: A paradigm shift in workplace wellness

And how can organisations track progress in this area?

“For those wondering how to tangibly track progress,” Rogers offered, “it’s very straightforward: through greater engagement, richer recruitment, decreased employee turnover, increased presenteeism, heightened connection, and shared purpose.”

The 2024 Deloitte Global Millennial and Gen Z Survey reinforced her urgency—48% of employees and 53% of managers admit to experiencing burnout. Clearly, mental health and emotional wellbeing can no longer be treated as fringe concerns. “Ignoring emotions can lead to increased stress, burnout, and turnover,” Rogers concluded. “Recognising that emotions are a key component of the workplace can transform organisational dynamics and drive long-term success.”