Emotional balance is the key to leadership excellence in the modern working world. Many managers struggle with pressure, uncertainty and emotional challenges on a daily basis. They quickly realise that pure expertise and strategic thinking are not enough. Emotional balance enables managers to think clearly in moments of stress, communicate empathically with their teams and achieve sustainable success. This inner stability creates the basis for authentic leadership and a trusting working environment.
What is emotional balance and why is it so important?
Emotional balance describes an inner state of stability and calm [2]. It is not to be equated with numbness or indifference. Rather, it is about recognising and understanding feelings and dealing with them consciously [2]. A manager with emotional balance remains calm on the inside while acting clearly on the outside [3]. This state does not arise by chance, but is the result of conscious emotional self-regulation and continuous training [3].
In today's working world, managers are confronted with complex challenges. Unexpected changes, difficult decisions and conflict-laden situations are part of everyday life. Emotional balance helps them to master these challenges with confidence [1]. If a manager maintains their emotional balance, they can effectively support their employees and protect their own health at the same time [2].
The impact on the team result
Emotional balance has a direct impact on team dynamics [4]. If a manager can regulate their own emotions, they transfer this inner calm to their employees [2]. Teams under calm leaders report more trust, better collaboration and greater commitment [2]. Employees feel valued and understood, which increases their satisfaction and loyalty [4]. This positive atmosphere promotes creativity and productivity throughout the organisation [10].
Clients often report that they experience significantly improved communication with their team as a result of greater emotional balance in their leadership position [2]. Conflicts are resolved more quickly and the atmosphere becomes more constructive [4]. This has positive effects on the entire corporate culture and ultimately on economic performance.
Develop emotional balance through self-awareness
The first step towards emotional balance is conscious self-awareness [2]. Managers should learn to recognise and observe their own feelings in moments of stress [2]. This means pausing and reflecting on your own reactions before reacting automatically. Many managers report that this is a transformative experience. They suddenly realise which emotional triggers are effective for them and how they can consciously influence them [3].
One helpful method is regular reflection [9]. Managers who take time for self-reflection on a daily basis develop a deeper understanding of their emotional patterns [9]. This can be done through mindfulness, journaling or talking to a coach. Emotional balance develops when this reflection becomes a habit and is not only used in crisis situations.
BEST PRACTICE at ABC (name changed due to NDA contract)
A manager at a medium-sized company realised that she quickly became irritable in meetings when employees asked questions that meant extra work for her. Through regular reflection, she realised that this had to do with her fear of workload. She established a daily breathing exercise of three minutes before important meetings. This enabled her to maintain her emotional balance and respond more relaxed to questions. The employees noticed this change and were more confident to contribute ideas. The team dynamic improved significantly within two months. This practical experience shows how small, conscious measures can lead to emotional balance.
Breathing techniques and pauses as tools for emotional balance
Practical techniques are essential for maintaining emotional balance in everyday working life [2]. Breathing techniques are particularly effective as they can be applied quickly and anywhere. One simple method is conscious, deep breathing for two to three minutes. This calms the nervous system and helps to reduce stress [2]. Many managers use short breaks before difficult conversations or decisions to centre themselves and ensure considered reactions [2].
In addition to breathing techniques, regular breaks during the day are important [5]. Managers who are constantly working under pressure quickly lose their emotional balance. Short exercise breaks, a walk or a quiet lunch support inner balance [5]. Research shows that a relaxed management style not only protects one's own health, but also has a positive impact on the motivation and productivity of the team [10].
BEST PRACTICE at DEF (name changed due to NDA contract)
A managing director of a technology company was struggling with burnout symptoms. He implemented a ritual: before every appointment, he did one minute of breathing exercises at his desk. At lunchtime, he went for a walk for at least 20 minutes. These new habits helped him regain his emotional balance. After three months, he reported better sleep quality, fewer headaches and improved patience when dealing with employees. His team noticed that he was more approachable and present. Staff turnover fell by ten per cent. This change shows how concrete measures for emotional balance also have a positive impact on the company's results.
Empathy as the basis for emotional balance
Emotional balance is inextricably linked to the ability to empathise [2]. A manager who understands their own feelings can also better recognise the feelings of their employees [2]. Empathic leadership means actively listening and showing genuine interest in employees. This creates a sense of security and trust in the team [2].
A clear, strong emotional expression by the manager facilitates empathy [8]. People are moved by the feelings of others. When a manager shows their emotional authenticity and at the same time maintains their emotional balance, this promotes helpfulness and teamwork [8]. At the same time, this reduces aggressive reactions among employees [8]. Emotional agility, i.e. the ability to react flexibly and consciously to emotional challenges, thus becomes a leadership resource [6].
Maintain empathy without emotional overload
An important point: emotional balance does not mean taking on all the emotions of employees [11]. A manager can be empathetic and set boundaries at the same time [2]. It is about understanding the feelings of others without being overwhelmed by them [6]. This is the balance between emotional presence and professional distance.
BEST PRACTICE at GHI (name changed due to NDA contract)
A project manager in a consulting firm realised that he was getting too emotionally involved in difficult discussions with employees. He took on his colleagues' problems and came home in the evening completely exhausted. After coaching on emotional balance, he learnt to listen empathetically while maintaining professional boundaries. He reflected on which feelings came from him and which came from his colleagues. This distinction helped him to be supportive without losing himself. His emotional balance improved considerably. The employees perceived his support as more helpful because he seemed present but not overwhelmed. This led to better conflict resolution and more constructive ways of dealing with challenges.
Strengthen emotional balance through emotional intelligence
Emotional intelligence is the ability to understand, interpret and deal with emotions [14]. It consists of five areas: self-awareness, dealing with emotions, motivation, empathy and building relationships [13]. Managers with high emotional intelligence naturally develop a better emotional balance [14].
An important aspect is understanding your own emotional patterns [13]. Which situations trigger anxiety in me? When do I get angry? What gives me pleasure? The deeper a manager knows their emotional map, the better they can maintain their emotional balance [1]. Positive emotions should be consciously cultivated [5]. This is done through shared experiences with the team, by recognising successes and by creating joy in the workplace [13].
Transform negative emotions for inner stability
Emotional balance also arises through the transformation of negative feelings [3]. Calmness, a related concept, arises when negative emotions are balanced. Fear is replaced by trust, anger by acceptance, stress by self-efficacy and disappointment by realistic expectations [3]. This is not a passive process, but an active training of one's own emotional reactions [3].
Viktor Frankl put it aptly: There is a space between stimulus and response. In this space lies our power to choose our reaction [3]. Leaders who utilise this space develop emotional balance. They do not react automatically, but consciously choose their response. This is a trained state that requires regular practice but brings enormous benefits.
BEST PRACTICE at JKL (name changed due to NDA contract)
A department head in a financial organisation suffered from frequent anger, especially when deadlines were not met. She worked on improving her emotional balance by understanding her reaction patterns. She realised that behind the anger was a fear of losing control. She changed her expectations and communicated more clearly about deadlines. She trained herself to develop acceptance in moments of frustration. This significantly improved her emotional balance. At the same time, she realised that she exploded less frequently and that conversations became more constructive. The employees perceived her as reliable and fair, not unpredictable. This led to a more stable and productive departmental culture.
The connection between factual and emotional levels
A common challenge for managers is to be factually and emotionally balanced at the same time [7]. Some managers choose the purely rational path and ignore emotional aspects. Others immerse themselves completely in emotional dynamics [7]. True emotional equilibrium lies in the balance between the two [7].
If a manager initially only argues on a factual level, their arguments will not get through [7]. Emotional disturbances block the absorption of factual information. Only when emotional aspects are recognised and appreciated can the person return to a factual level [7]. This is the art of successful leadership: engaging employees both factually and emotionally, actively involving their emotions and thus creating acceptance for change [7].
Emotional balance in change management
Emotional balance is the key, especially in change processes [7]. Employees often experience emotional paralysis during change. A manager with emotional balance can resolve this paralysis through authentic understanding. They show that although change is challenging, it is manageable [7]. This restores the team's ability to act and perform.
Developing resilience and emotional balance
Resilience, the ability to recover from setbacks, is closely linked to emotional balance [5]. A resilient leader is characterised by the ability to reflect, sufficient strength and a stable balance on an emotional, mental and physical level [9]. This balance on all three levels forms the basis for reliable performance [5].
Resilience does not mean ignoring emotional challenges. Rather, it means consciously dealing with them and learning from them [5]. Managers with a strong emotional balance
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