Sep 3

The Curious Case for Love

in Organizational Culture

Empty space, drag to resize
In corporate settings, “love” is the word that dares not speak its name. It feels too personal, too soft, too unprofessional. Boardrooms prefer safer terms: engagement, collaboration, psychological safety. Yet scratch beneath the surface of thriving teams, and you will find that love, when expressed through care, empathy, generosity, and trust, already drives much of what works.

But here is the shift worth noticing: love does not have to be an organizational manifesto. It begins at the level of individuals. Each person, especially leaders, can embody the qualities of love in daily choices and interactions. 

When enough people do, culture follows.

What We Talk About When We Talk About Love

Love at work does not mean romance or sentimentality. It means showing up with qualities that let people flourish together. Four stand out:

 CARE - Checking in genuinely, asking not just “How’s the project?” but “How are you?” Care also shows up when teammates notice when someone is struggling or when policies make space for mental health.

 EMPATHY - Taking the time to understand perspectives beyond your own. Empathy makes conflict resolution easier and inclusion possible, because diverse ideas only thrive when people feel heard.

 GENEROSITY - Sharing time, credit, or knowledge when it would be easier to hold back. A generous manager who lifts others prevents silos and builds resilience.

 TRUST - Aligning words and actions so people know they can rely on you. Trust allows teams to focus on creative risk-taking rather than second-guessing motives.


These may not always be labeled as “love,” but together, they embody its essence.

Why Love Matters for Performance

Love-driven actions are often the hidden engine behind performance, rather than a distraction. Research in organizational psychology shows that when employees feel cared for and trusted, they are more engaged and loyal, more willing to collaborate and innovate, less likely to burn out or disengage and more likely to extend that same care outward to customers and clients.

And this is not theoretical. Think about a time when a colleague recognized your effort, or when a manager gave you space to speak your mind. Those small acts didn’t just feel good, they made you want to contribute more fully.

Reframing Love for Leaders

The question isn’t “How do we make love a corporate strategy?” It’s “How do we practice love in the moments that matter?” Leaders in particular can make a difference by:

  Leading with empathy during hard conversations

  Showing care through policies that protect well-being

  Practicing generosity with recognition and credit

  Building trust by aligning their promises with their actions

Each choice is small, but the impact is cumulative. Employees notice, and they mirror what they experience.

Closing Thoughts

Culture shifts because of how people behave every day. A generous teammate sparks a norm of sharing. An empathetic leader models inclusion. A caring colleague makes it safe to speak up. Over time, these micro-moments ripple outward and reshape how work feels for everyone.

Love, then, is a personal practice. It lives in the check-in call, the recognition note, the decision to listen instead of react. It may feel like a taboo topic in business, but it is the missing ingredient in many organizations struggling with engagement, creativity, and retention. Call it care, trust, or empathy if you prefer, but don’t miss the deeper truth: When individuals act with love in everyday interactions, they create the conditions for teams, and eventually organizations, to flourish.

Shakespeare, had he traded his quill for quarterly reports, would surely observe:

Love feeds not on honeyed success alone, but makes a banquet of failure's scraps—for what workplace cannot weather winter when warmed by such sustaining fare?’
Empty space, drag to resize
References
  • Jena, L. K., Pradhan, S., & Panigrahy, N. P. (2017). Pursuit of organisational trust: Role of employee engagement, psychological well-being and transformational leadership. Asia Pacific Management Review, 23(3), 227–234. Link
  • Note: A quill is a pen made from a bird's feather, used in the past. Link
  • Image attribution: People illustrations by Storyset. Link

Continue Reading