Some Additional Positive Emotions (Beyond the Core 10)
1. Compassion
Feeling concern for others’ suffering with a desire to help
Builds empathy, prosocial behaviour and trust
2. Kindness (or Generosity)
Motivation to give or support others
Strengthens social bonds and reciprocity
3. Relief
Positive feeling when a stressor is removed
Helps reset the system after pressure (linked to the “undo effect”)
4. Excitement (Anticipatory Joy)
Energised expectation of something good
Drives forward momentum and engagement
5. Confidence
Belief in one’s ability to succeed
Builds risk-taking and persistence
6. Belonging
Feeling accepted and included
Strengthens identity and group cohesion
7. Respect (or Admiration)
Recognition of others’ strengths or achievements
Encourages learning and emulation
8. Enthusiasm
High-energy engagement with tasks or goals
Fuels motivation and sustained effort
9. Optimism
General expectation that good things will happen
Supports resilience and persistence
10. Trust
Confidence in others’ intentions and actions
Enables collaboration and psychological safety.
Application to Change Management
In practice, these additional emotions are often even more visible in organisations:
| Emotion | Change Impact |
|---|---|
| 1. Trust | Reduces resistance |
| 2. Belonging | Increases engagement |
| 3. Confidence | Encourages adoption of new behaviours |
| 4. Compassion | Supports people through disruption |
| 5. Optimism | Sustains long-term change |
Summary
The 2 lots of 10 are not fixed or exhaustive; they are treated as illustrative examples, not the complete universe of positive emotions. Consequently, it is not an definitive list; any emotion that broadens thinking and builds enduring resources can be included.
Therefore, the boundaries are functional, not fixed.
A useful way to think about it is to consider the Core 10 as the “Foundational Set” that are
- most researched
- clearly distinct broadening effects
- frequently cited,
and the Extended Emotions as the “Applied Set” that often emerge in organisational and social contexts. The latter are especially relevant in leadership and change.
A takeaway:
The “10 emotions” are a starting point
The real power lies in intentionally designing emotional experiences that:
- expand thinking
- strengthen relationships
- build long-term organisational capacity.
A Key Insight for Practitioners
Rather than asking:
“Are we creating the 10 emotions?”
A better question is:
“Are we generating emotions that broaden thinking and build capability?”
(main source: Barbara Fredrickson, 2001)