The Role of Emotions in Engendering Commitment to an Organizational Purpose

Abstract

Creating a compelling organizational purpose that motivates employees and resonates with stakeholders is a key responsibility of top management teams (TMTs). While much is known about how TMTs seek employee commitment, little is understood about the exact process through which TMTs develop and commit to an organizational purpose themselves. In this ethnographic study, we examine and theorize the mechanisms that promote the emergence of commitment to an organizational purpose for those who craft it. Through the analysis of both successful and failed instances of facilitated purpose creation in companies across various industries, we show that emotional dynamics play a central role in the process. Diverging from traditional perspectives, we highlight the importance of negative emotions and the crucial role of coexisting conflicting positive and negative emotions. We also demonstrate that maintaining discomfort by preventing premature closure, carefully managing emotional transitions, and strategically using timing, spacing, and materiality can significantly enhance the emergence of commitment.