The Brazilian business scenario is experiencing a period of profound transformations driven by technological changes, new market demands and the growing appreciation of more human and collaborative work environments. In this context, our special guest, manager, lawyer, researcher and writer Gerlis Dutra has established himself as one of the most influential voices of the new national management by proposing an innovative concept that is gaining ground among experts, businesses and leadership professionals: Emotional Language, an approach that integrates science, behavior and communication to explain how emotions determine the meaning, impact and effectiveness of interactions in organizations.
Emotional Language is the result of a path that brings together real experiences in the field of retail, direct action in restructuring processes, team building and analysis of organizational climates, in addition to academic studies focused on emotional intelligence applied to management. The concept was born from continuous observation of how leaders and their teams relate to messages, goals and routines, and how emotional factors, often invisible, interfere with engagement, productivity and financial results.
The scientific basis of the approach is reinforced by the author’s publications in journals evaluated by Qualis CAPES. One of the cited studies is the article The Impact of Emotional Management of Leaders on the Financial Results of Expanding Companies, published in the journal B2, in which Dutra analyzes performance indicators and demonstrates how the emotional quality of leadership directly influences metrics such as turnover, climate, engagement and operational results. The results confirm that teams that perceive emotional coherence in their leadership respond with greater stability, productivity and alignment with company strategies.
In retail, an industry marked by high pressure, aggressive targets and high turnover, the practical application of emotional language has proven particularly relevant. Companies that have adopted this approach report significant improvements in the relationship between leaders and teams, a reduction in communication noise, and the building of environments more receptive to human development. According to Dutra, the main challenge for organizations lies not only in processes or tools, but also in the inability to correctly interpret the emotional dimension of interactions. He asserts that “teams” within companies do not simply react to technical instructions, but to how they feel about the decisions, words and behaviors of their managers.
The concept aligns with global trends that have repositioned leadership as an instrument of human transformation and not just operational. Terms such as psychological safety, human-centered leadership, and emotional culture have gained traction after studies by major companies and international universities demonstrated that companies that understand and regulate their emotional environment have better retention, innovation, and performance rates. Emotional language is emerging within this movement, but with a difference: it is a Brazilian approach, built from the reality of teams and national cultures, translating emotions, behaviors and relationships into accessible and applicable language.
The methodology proposes that business communication should be understood as an emotional flow before being rational. Messages do not reach the recipient as sent. They first pass through emotional filters formed by experiences, beliefs, insecurities, expectations and subjective readings. These filters determine whether the guidance is perceived as supportive, threatening, demanding, or encouraging. Dutra argues that many internal conflicts arise not from the content of the message, but from each employee’s affective interpretation of it.
Emotional language therefore provides a framework that allows leaders to identify emotional patterns, recognize non-verbal signals, understand spontaneous reactions, adjust the communicative approach and create trusting environments that promote decision-making, cooperation and commitment. This perspective transforms traditional management, which often ignores subjective elements, into leadership capable of balancing rationality and sensitivity.
In addition to published studies, Dutra consolidated his vision through books that broadened the dissemination of the concept. In Smart Management: From Restructuring to Sustainable Growth, he presents practical strategies for reorganizing teams, strengthening cultures, and developing leadership that combines technique and humanity. In Emotional Language: The New Frontier of Organizational Communication, the author delves deeper into his theory and explains in detail how emotions shape internal relationships, influence outcomes, and define the daily experience of professionals.
Experts say Dutra’s approach represents an original contribution to the field of management by integrating science, practice and behavior into a single conceptual model. The growing recognition of emotional language demonstrates that Brazilian companies are looking for more sustainable, humanized and intelligent ways to face contemporary challenges.
With a recognized theoretical basis, practical impact, growing relevance in retail and positive repercussions among managers, human resources professionals and consultants, Emotional Language is consolidated as a national innovation that repositions leadership as an emotional force before being a technical force. In this movement, Gerlis Dutra has become one of the central names of the new Brazilian leadership, helping to transform the business environment and inspire more humane and effective models across the country.
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