Emotional disengagement of employees may cause poor organizational performance, while emotional commitment of employees may enhance organizational performance. Informed by the theory of psychological ownership in organizations, the purpose of this qualitative multiple case study was to explore how employee emotional interactions in the workplace related to organizational performance within 3 multinational companies in Nigeria. The 3 selected companies represented the 3 industrial sectors in Nigeria were financial, construction, and oil and gas. Face-to-face interviews were conducted with 24 participants with a minimum of 5 years' experience in their respective organizations. Data analysis included transcription, coding, and querying, which produced 5 themes: positive emotions, negative emotions, organizational success, organizational failure, and contextual excellence, cumulating into a fundamental notion of emotional extent effects. Positive emotions contributed to the organizational success, and negative emotions encouraged organizational failure. Both positive and negative emotions instigated the contextual excellence. The findings have the potential of promoting positive social change because practitioners in leadership and organizational change may use the results of this research to improve the adaptive responses to change. The findings of the study may benefit managers by helping them better lead their employees towards impacting social and economic transformations. Implementing workplace spirituality, learning taxonomy, and sustainable human resources practices may manifest innovative socio-economic performance in organizations.