Is there room for love in the company?

Is there a place for love in business? This question, while seemingly disruptive in the business environment, invites us to explore a profound and transformative dimension of organisational management. Far from being an abstract or sentimental notion, love can become a practical and ethical force that redefines the way we understand Corporate Social Responsibility (CSR) and life within organisations.

Antonio Argandoña, in his article Love in Business, argues clearly that the absence of love in traditional business management models is an error of vision. From his perspective, a solid and sustainable organisation requires not only fairness in contracts and economic efficiency, but also the virtue of love, which is the engine of authentic human relationships. This love, which he distinguishes as voluntary action for the good of the other, is not in opposition to the economic goals of business, but complements them by building an environment that promotes cooperation, trust and long-term sustainability.

Benedict XVI’s encyclical Caritas in Veritate emphasises that CSR, although briefly mentioned, must be understood as an ethical responsibility that transcends mere technical or regulatory compliance. According to Argandoña, this ethical approach to CSR is not only based on abstract principles, but emanates from the very nature of business as a community of people. Charity, along with justice, is presented not as an ornament, but as a requirement for leaders who wish to build organisations oriented towards the common good.

On a practical level, gestures of love in business translate into concrete actions that respond to the needs of different stakeholders. Argandoña argues that these actions, though often small, have a profound impact on corporate culture. For example, paying fair wages, promoting the professional development of employees, caring for the environment and transparency in relations with suppliers and customers are tangible expressions of love in the business environment. These gestures build a working community that not only seeks to maximise profits, but also to promote the holistic well-being of people.

For these ideas to come to life, business leadership must adopt a broader and more generous vision. Inspired by Antonio Argandoña’s approach and the ethical principles of the Church’s social doctrine, leaders are called to exercise virtue-based leadership. This type of leadership understands that economic decisions have moral implications and that the true success of a company is measured not only in financial terms, but also in its capacity to contribute to human and social development.

Pope Francis’ encyclical Dilexit Nos provides us with a central insight: the human heart is the place where the decisions that truly transform our lives and our environment are forged. In a world increasingly fragmented and dominated by self-reference and individualism, Francis argues that it is imperative to recover the value of the heart as a source of unity and meaning. According to the encyclical, the heart symbolises not only personal love, but also the collective commitment to build authentic relationships. In business, this means that small actions imbued with love – gestures of honesty, empathy, solidarity and forgiveness – are capable of overcoming the competitive and fragmented dynamics that often characterise the marketplace. The Pope stresses that love expressed from the heart not only has an individual impact, but generates a “social miracle”, capable of uniting minds and wills around a higher purpose. This approach is not naïve, but profoundly practical, addressing the root of human and social imbalances, and proposing that only a true conversion of heart can restore society’s capacity to build a lasting common good.

We close this reflection with an invitation to the reader: Are we willing to integrate love into the way we lead and manage? What barriers do we face in trying to transform our organisations into communities where love and justice are central? These questions not only challenge us, but also open the door to an enriching and necessary debate. Because, as Antonio Argandoña rightly points out, the company is not only a place of production, but also a space of human encounter where love, when practised, finds its rightful place.