In a recent poll on Linked In I asked what is the single most important attribute of a good leader?  53% of respondents selected the option “Fair, Empathetic and Supportive”.

“Leadership should be born out of understanding the needs of those who would be affected by it”. These are the words of African America classical singer Marian Anderson (1897-1993) who resisted severe racial discrimination to become a celebrated contralto in the post WWII US, eventually being designated a delegate to the United Nations in 1958.  I love this quote; she absolutely nailed it!

Leadership is not merely about giving directions, making decisions, or managing tasks. Leadership transcends these roles; it is about connecting with and empowering individuals to nurture their best potential.  I have no doubt that one of the most profound qualities a leader can possess is empathy.  Those that have it really can impact teams and organisations in a positive way.

Empathetic leadership is rooted in the ability to understand, relate to, and genuinely care about the experiences, emotions, and needs of team members. It involves actively listening, showing compassion, and putting yourself in their shoes. Empathetic leaders create an environment where employees feel valued, heard, and motivated to achieve to the best of their ability.  I’ve written before about the work of Daniel Goleman in relation to emotional self-awareness and empathy.  He believes that leaders with high levels social awareness are attuned to the emotions and needs of their teams and are skilled at reading social cues, allowing them to them to respond to given situations appropriately and with empathy. For Goleman the empathetic leadership is an effective leader, able to empathise with their team and be well equipped to build strong relationships, inspire trust, and create a positive work environment.  A resultant outcome of this is higher employee engagement and better organisational performance.

By taking the time to listen and understand the concerns and challenges of team members, leaders can build trust and rapport. When employees feel that their leaders genuinely care about their well-being, they become more committed, engaged, and loyal.  When leaders acknowledge and validate the emotions of their team, they create a positive work atmosphere.  Empathetic leadership is therefore pivotal in boosting team morale. In working environments when leaders show understanding and consideration of their workforce, employees are more likely to collaborate effectively, support one another, and maintain a higher level of enthusiasm for their work.

Goleman advocates an empathetic approach to in decision-making. He suggests that leaders able to consider the emotional impact of their decisions on their teams are more likely to make choices that are beneficial both for those teams and the organisation.  From a personal perspective I try, where possible, to be democratic in my approach to leadership.  Most employees want to engage with managers about decisions that affect them.  There are exceptions of course, but more often than not by taking the time to understand the perspectives of different team members, I find I am able to gain a more comprehensive view of a situation. I believe this, in turn, enables me to make better-informed decisions that consider the well-being and concerns of all involved.  I must be clear – I am not advocating myself as a shining example of empathetic leadership here.  Nonetheless as I’ve progressed through my working life leading teams, I’ve reflected on the best ways to work with them to deliver the best possible outcomes. Leaders, like everyone, can grow and evolve.  Goleman is clear that levels of emotional intelligence can be developed.  I’d like to think that I’m a better leader now than I was in 2000 when I took my first step into management.

By actively seeking input from team members and creating a safe space for them to express their ideas, leaders can inspire creativity and encourage innovation.  An environment where employees feel heard and valued is a great breeding ground for new ideas and problem solving.  Similarly canvassing the views of the team can build resilience within organisations.  When leaders are able to understand the struggles and challenges faced by their teams, they can provide the necessary support and encouragement to help them overcome obstacles.  Not all employees feel confident enough to knock on the chief exec’s door but if the latter takes the time to enter the workplace and speak with their teams directly, they’ll find they get a much better handle on what’s occurring in the organisation, both good and bad.

Today’s job market is highly competitive.  It vitally important to attract and retain talent.  Workers cite many reasons for choosing the companies they work for, including pay and benefits, career progression and job security.  A high number also reference company culture where they feel respected, valued, and able to thrive and where they are supported by effective and ethical leaders.  People are drawn to workplaces where they know their leaders care about their well-being, growth, and development. Moreover, they are more likely to stay with organisations that prioritise their emotional and professional needs. 

It really wasn’t a surprise that over half of the votes cast in my poll endorsed empathic leadership. When used with sincerity it can be a transformative force that drives organisational success. By nurturing relationships, boosting morale, enhancing problem-solving, promoting employee well-being, encouraging innovation, building resilience, and attracting top talent, empathetic leaders create a dynamic, supportive, and highly productive work environment.  Empathy is the cornerstone of effective, compassionate, and impactful leadership.

Richard Hamlin 28/10/2023