3: Emotion Is Not an Enemy of Good Judgment

Leaders have frequently been advised not to let their emotions cloud their judgment. However, is it true that emotions interfere with sound decision-making? In this chapter, we will learn what an emotion is, what emotion is for, and why a clear dichotomy between emotion and rationality does not exist. Throughout this chapter, I will show how emotion can make or break leadership and how to look at leaders' decision-making through an emotional lens.

Emotions are complex psychological and physiological responses that significantly influence our decision-making and behaviors. Feeling optimistic and hopeful, we are motivated to pursue innovative tasks, whereas feelings of apprehension make us more risk-averse in our decisions. These emotional responses are deeply interconnected with what we often refer to as “feelings,” which are subjectively accessible states of our awareness or inner sensations known only to us (Damasio & Carvalho, 2013; De Waal, 2019). You may feel frustrated when team members fail to meet your expectations. Feelings of anger may arise when you are treated unfairly (Decety & Yoder, 2017; Sanfey et al., 2003). In contrast, emotions are frequently observable through a variety of physiological responses (e.g., blushing and elevated blood pression) and behavioral responses (e.g., facial expressions, body language, and vocal inflection). For example, a leader's pride can be perceptible to team members through upright and expansive posture, steady eye contact, and a clear, assertive tone of voice. Conversely, signs of stress or anxiety can be evident through fidgeting, avoiding eye contact, or a hesitant speech pattern.