The steps outlined so far help remove conflicting psychological and cultural barriers, but leaders must also adjust organizational structures to develop unstable environments. For example, to encourage employees to experience and share their emotional ambivalence, leaders can structure work in an interdependent manner, foster more significant collective effort among group members, and promote social engagement. And emotional cues to motivate employees to pay more attention (rather than focus).
Others mainly to themselves). Culturally interdependent countries, where individuals see themselves working together toward a common goal, tend to express greater emotional ambivalence. Organizations can emulate this by fostering a sense of interdependence between leaders and employees.
Additionally, by flattening hierarchies, leaders can reap the benefits and reduce the cost of sharing emotional ambivalence.