How masking emotions fails the workforce, especially neurodivergent talent.

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How masking emotions fails the workforce, especially neurodivergent talent.
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Let’s make a clear distinction for emotional intelligence: Self-regulation is about choosing the most effective emotional response, not trying to eliminate emotion altogether.

Emotional regulation does not mean emotional suppression.The strong, silent, stoic leader who suppresses their emotions may have ruled the Industrial Age; however, today’s workforce demands something different.

In a recent workshop, our conversation turned to the need for emotional control and the Leaders must regulate their emotions in real time. To read the room. To absorb tension. To respond thoughtfully rather than react instinctively. To carrywithout transferring it. To model calm, even when clarity is absent. This work is rarely named, rarely taught explicitly, and almost never acknowledged. Yet it is foundational to how trust, presence, and effectiveness are achieved.showcases that they are high-caliber cognitive functions. So, when leaders manage their emotions, the brain is performing complex internal functions:The insula/singular cortex drives awareness and empathy. And for those who are neurodivergent, emotional composure may take significantly more work for them to maintain. Recent EI scholars in thejournal challenge the assumption that EI is a natural skill and effortlessly neutral for all people, and, thus, it is a matter of management, not suppression. Self-regulation, in particular, has been misunderstood. It is often framed as simply “keeping your emotions in check.” Let’s make a clear distinction: Regulation is about choosing the most effective emotional response, not eliminatingaltogether. That choice requires awareness. Leaders must notice what they are feeling, understand why they are feeling it, and determine how much of it belongs in the moment. That is not always instinctive work. It is cognitive, emotional, and relational labor. The invisible cost merges when regulation becomes a one-way process. When leaders believe they must absorb without release. When frustration, disappointment, resentment, orDuring the session, we returned to a critical insight: Leaders don’t just respond to situations; they shape them., and emotional intensity create cues that others subconsciously read. Leaders function as context architects, signaling what is safe, what matters, and what is expected. This is where EI becomes relational. Leaders must assess:What emotional signal will support the outcome we want to achieve? Sometimes that requires calmness. Sometimes it requires firmness. Occasionally, it requires visible emotion to humanize the moment. The invisible work lies in choosing which version of yourself will be most effective and authentic in that situation. That choice becomes even more complex when the team includes neurodiverse individuals.Our conversation deepened even more when we acknowledged the reality that not everyone has the same capacity for emotional regulation in the same way or at the same speed. For some individuals, difficulty regulating emotion is connected to mental health challenges such as anxiety orWe mistake difference for deficiency. We interpret dysregulation as unprofessionalism. We respond to emotional expression without understanding its origin. And in doing so, we unintentionally increase the invisible work for people who are already working harder to adapt.If emotional regulation is effortful for leaders, it can be even more demanding for neurodiverse employees operating in unclear environments. This is where expectation-setting becomes one of the most powerful leadership tools. Expectations act as emotional scaffolding. They reduce the mental work required. They transform ambiguity into predictability. And predictability, for many neurodiverse individuals, is a stabilizing force. Leadership today requires emotional stewardship. That stewardship demands awareness of one’s own regulation, compassion for others’ capacities, and clarity in expectations that make regulation more achievable. The invisible work of managing emotion does not disappear when it is named, but it does become lighter when it is shared, supported, and understood.2026 Jan 8;14:e20539. doi: 10.7717/peerj.20539. PMID: 41527564; PMCID: PMC12790782. Tjimuku, M., Atiku, S. O., & Kaisara, G. . Emotional intelligence and psychological capital at work: A systematic literature review and directions for future research.Don't miss an update! Get posts from Janelle E. Wells, Ph.D., and Doreen MacAulay, Ph.D. direct to your inboxDoreen MacAulay, Ph.D.,Self Tests are all about you. Are you outgoing or introverted? Are you a narcissist? Does perfectionism hold you back? Find out the answers to these questions and more with Psychology Today.

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