This article reflects on emotion and leadership. It views emotions as the language of relationships, because it is through the language and experience of emotion that we contextualize not only our individuality but also our sense of belonging in a group. The article argues that emotion is inherent to the practice of leadership rather than separate from it, and all organizing actions are inseparable from and influenced by emotion. It is not enough for a leader to acknowledge the inherent emotions in the culture of an organization; s/he has to make them explicit through their own leadership. The article argues that the headteacher needs to understand the interconnectedness between their emotions and the affective relationships in the school. Finally, it introduces the idea of emotional coherence as a means of conceptualising emotion in primary schools.