Strategic decision - making process is one of the most important activities of strategic management. The strategic management process consists of an environment analysis, an assessment of the variant and ultimately the choice of the optimal solution for strategic decision. Although the goal of the decision-making process is to make a decision as rational as possible, it's still impossible to ignore other factors. Emotions are one of those factors. Emotions are cognitive responses to internal and external stimuli and if they last for a longer period of time, they turn into moods. Those moods can have a great effect on the organizational climate in the workplace. When considering the interdependence of emotions and strategic decision-making process, the relationships between cognition and emotions needs to be taken into account. Specifically, within cognitive psychology, two leading sets of theories have emerged to explain this relationship. The first group says that emotions have a greater impact on cognition, while more recent studies advocate a greater degree of cognitive impact on emotions. Nonetheless, proponents of both theories will agree that emotions and cognition together exert influence on the decision maker. The relationship between emotion and strategic decision - making process has begun to gain importance in recent years - and this trend is slowly but surley gaining importance in future research. In order to have a better understanding of the interdependence of emotions and strategic making process, a study named: „The role of emotions in strategic decision making process“ was conducted on people in Republic of Croatia who participate in different strategic decision making processes at their workplace. Research has shown that the majority of people, experience emotions of pride and hope when involved in solving problems of strategic importance or when involved in the planning a strategy. In addition, the hypothesis of the involvement of decision makers in planning and problem solving results in positive emotions such as happiness and enthusiasm has partially shown correct. Namely, the analysis of the research results showed that there is almost no difference between the group of people who evaluate an organizational event as positive and those who evaluate the same event negatively in expressing emotions of happiness and enthusiasm. Also, the outcome of the analysis suggests that there is no significant difference between individuals who rate the event as negative and those who rate it as a positive experience.