Many leaders dismiss empathy as an optional, “touchy-feely” skill. But failing to demonstrate it can lead to low morale, poor retention, and a culture where people withhold ideas and concerns. If you want to drive better results, use these strategies to make empathy part of how you lead—consistently and clearly.

Start with a shared definition. Without agreement on what empathy actually is, your team will default to assumptions. Collectively define empathetic behaviors—for example, perspective-taking and respectful disagreement—and be specific about how they show up in your culture.

Be other-focused. Empathy means making space for others to feel heard, not filling the silence with your own experiences. Be present. Listen deeply. Ask open-ended questions. Resist the urge to rescue or relate.

The business case: How empathy affects KPIs.
Empathic leadership isn’t just a soft skill—it’s a key driver of business success. When you lead with empathy, the improvements are measurable, including employee engagement, customer satisfaction, and even retention rates. Ross’s research proves that.

In fact, organizations with high empathy scores tend to experience lower turnover, higher customer loyalty, and increased profits. Empathy creates an environment in which employees feel connected and valued, and customers can sense the difference.

Empathy is often mistaken for a mere emotional trait, but it encompasses far more depth than typically perceived. Dr. Judith Orloff, a renowned psychiatrist and author, delves into the profound impact empathy can have on various facets of life, including business and leadership. Her recent book, The Genius of Empathy, enriches this understanding by offering practical insights and skills to harness empathy effectively. This chapter expounds on the key themes from her enlightening discussion with Kwame Christian, Esq., M.A., on the Negotiate Anything podcast.

Defining Empathy: A Holistic Approach
Empathy, as Dr. Orloff contends, is the ability to step into another’s shoes and perceive their world through their lens. It’s a fusion of intuition, compassion, and intellectual understanding, enabling one to resonate with others irrespective of differing viewpoints. Dr. Orloff asserts that empathy starts with self-empathy—an essential practice in maintaining mental and emotional well-being. This foundational skill is paramount for engaging in authentic, non-polarizing interactions with others.

by Rodger Dean Duncan

In a previous column we explored empathy as a behavior that’s important in all relationships and is particularly useful as a leadership skill. We gained insights from Maria Ross, an empathy researcher who’s written widely on the subject. Her most recent book is The Empathy Dilemma: How Successful Leaders Balance Performance, People, and Personal Boundaries.

We asked about “empathy myths.” What are they, and how do they get in the way of effective relationships?

“Empathy is not just about being nice,” Ross says. “Being nice is often something we do from our own lens that may or may not be what that person needs.” She says you can be a very nice office mate and bake really delicious cookies for your work colleagues, but that doesn’t mean you see their perspectives.

The Power Of Empathy In Leadership
Empathy isn't a feel-good, kumbaya moment that has no place in business; it's an essential skill, especially during times of crisis. Neuroscience backs this up, as I know from my education in psychiatry. Empathy activates the same brain regions involved in social bonding and trust. When leaders show empathy, they engage the parts of their teams' brains that build human connection. This fosters not just a healthier environment but also a motivated, resilient team.

As an executive leadership coach, I've observed that the most successful C-suite leaders have moved beyond merely acknowledging empathy's value. They're now grappling with a more nuanced question: How can empathy be strategically leveraged to drive organizational transformation and navigate the complex challenges of modern business?

While "78% of senior leaders acknowledge the importance of empathy, only 47% believe their companies are effectively practicing it." This gap between recognition and implementation presents a significant opportunity for forward-thinking leaders.

 Kathy Gurchiek

People in the U.S. are increasingly polarized by politics, and that polarization is spilling into the workplace. Many workers don’t know how to show empathy and behave with civility and courtesy toward colleagues, customers, and clients who disagree with them—especially as the presidential election looms.

The good news is that empathy—the ability to understand the feelings of another person—can be learned, according to Sara Konrath, a social psychologist who directs the Interdisciplinary Program on Empathy and Altruism Research at the Indiana University Lilly Family School of Philanthropy in Indianapolis.

“We know that people can be trained to become more empathetic through a variety of programs and methods,” including role-playing exercises and “exposure to highly empathetic role models,” Konrath wrote in a Psychology Today blog post.  

This was a shocking display of detachment and highlights how leadership can fall short when they sacrifice empathy for expediency. And this isn’t an isolated incident either. It reflects a larger, troubling pattern of decision-making that prioritizes pragmatism at the expense of empathy. As these examples demonstrate, when leaders operate from a purely pragmatic perspective, decisions tend to backfire—which often damages morale and trust within the organization. 

The most effective leaders, in my experience, know that tough decisions cannot be made with blind pragmatism. Instead, they ask better questions that force them to consider both the business and human impacts. How will this decision affect the people behind the numbers? What message does it send about our leadership? 

The question of whether empathy — which refers to the ability to understand the experiences and emotions of another person — should be formally adopted as a leadership trait dates back years.

In 2020, the Marine Corps University published a paper on the findings of the Marine Corps Organizational Culture Research Project, which looked specifically at empathy as a leadership trait. According to the paper, “some Marines think empathy should be an organizational value, perhaps even finding its own place in the leadership acronym JJ DID TIE BUCKLE.”

The paper goes on to include feedback from Marines, including a major at Marine Corps Air Ground Combat Center Twentynine Palms, California, who was interviewed in 2017, and who talked about adjusting the 14 leadership traits to include empathy, but did so in the most Marine way possible:

 This article examines the role of empathy in effective leadership. Through a review of scholarly literature from fields such as psychology, management, and health sciences, the article defines empathy and distinguishes it from related concepts like sympathy. It explores how empathy involves understanding others' perspectives and experiences on an emotional level. 

Nadella also highlighted empathy as a driving force behind meaningful innovation. Understanding the end-user experience, he said, is critical to anticipating needs that aren’t always visible on the surface. Even technical data, he added, can offer human insights: if one is willing to look beyond the numbers.

On the topic of rapid technological advancement, Nadella encouraged openness to change and continuous learning. As new tools reshape industries, he urged professionals to focus on how they can use these tools to amplify their own impact rather than resist them.

Empathy is a powerful force that shapes workplace culture and leadership effectiveness. Yet, under pressure, it often takes a backseat. That’s where leaders come in. The real effort is in finding ways to make empathy a natural part of how they lead—both in big-picture decisions and everyday conversations.

While many leaders equate empathy with kindness, employees seek tangible expressions such as flexible work arrangements, career development opportunities, and meaningful diversity, equity, inclusion, and belonging (DEIB) initiatives. A Businessolver survey highlights a gap—while 86% of employees consider flexible work hours an essential demonstration of empathy, only 42% have experienced it. It’s time to move past surface-level gestures and build a culture where empathy is lived, and an integral part of leadership’s way of work!

As a father of three, I’ve seen firsthand that people are naturally empathetic – my kids, for example, can’t help but get upset when they see someone hurt or in trouble. But as we grow up, empathy becomes trickier to navigate, especially at work. In a fast-paced world where staying ahead of the competition is critical, empathy often takes a backseat. And even when we try to show it, truly authentic empathy can feel like it’s in short supply.

As a father of three, I’ve seen firsthand that people are naturally empathetic – my kids, for example, can’t help but get upset when they see someone hurt or in trouble. But as we grow up, empathy becomes trickier to navigate, especially at work. In a fast-paced world where staying ahead of the competition is critical, empathy often takes a backseat. And even when we try to show it, truly authentic empathy can feel like it’s in short supply.

A recent survey of 1,000 U.S. workers found that 52 percent felt their company’s efforts to be empathetic weren’t genuine. That’s a big disconnect between what leaders think they’re doing and how employees actually feel.

The Importance Of Empathy
But what exactly is empathy? In effect, it’s the ability to understand the feelings or viewpoints of someone else. It’s much more than sympathy.

Jamil Zaki, a research psychologist at Stanford University who works with business leaders and authored The War for Kindness: Building Empathy in a Fractured World, says, "One of the first hurdles I need to get over is this stereotype that empathy is too soft and squishy for the work environment." This stereotype is easy to disprove, and there are decades of evidence proving that empathy is a powerful asset in the workplace, what Zaki calls a "superpower."

By Sadina Sufian

Empathy is often hailed as a cornerstone of effective leadership, and for good reason. It’s not just about understanding the needs of others; it’s about stepping into their shoes, seeing the world through their eyes, and making decisions that benefit the collective rather than the individual. In a rapidly diversifying and evolving Malaysia, where socio-economic, racial, and religious differences sometimes create divides, future leaders must possess this quality if they are to guide the nation toward unity and inclusivity. And one of the most powerful ways to develop empathy is through volunteering.

Volunteering exposes individuals, especially youth, to the lived realities of others. It introduces them to communities they may have never interacted with otherwise—people from different social strata, races, and religious backgrounds. In doing so, it encourages them to listen, to learn, and ultimately, to care deeply about the struggles and aspirations of fellow Malaysians. This process of gaining empathy is not only essential for nurturing compassionate leaders but also critical for shaping a more inclusive Malaysia where all voices are heard.

BY LISA HOLMES
In today’s fast-paced and often unpredictable business environment, companies can longer rely on traditional top-down leadership. In its place, organizations are recognizing the profound impact of human-centric leadership—an approach characterized by empathy, transparency, and a genuine commitment to employee well-being.

As companies navigate challenges like remote work, mental health crises, and the need for greater diversity, the importance of empathetic leadership has never been clearer.

THE SHIFT TOWARD EMPATHETIC LEADERSHIP
Empathetic leadership isn’t just a trend—it’s a necessary evolution in how we view leadership roles, and a solution to many workplace issues that organizations face today. 84% of employees believe that empathy is crucial for their leaders, according to a 2021 Harvard Business Review report.  

by: Dylan Hodges

Maria Ross, an IU Kelley School of Business graduate, is sharing her expertise on empathy with the release of her new book, The Empathy Dilemma. Known for her work on strengthening empathy in the workplace, Ross aims to help people practice empathy not only in their professional lives but also in personal interactions. “Empathy is about being able to see, understand, and, where appropriate, feel another person’s perspective and then act with compassion,” she explained.

Ross emphasizes that empathy is not about agreeing with someone or simply being nice. Instead, it’s a way to gather information and understand others’ points of view. “You can have an empathetic conversation without needing to be converted. Empathy is about connection, not conversion,” she said. This means that even if two people see an issue differently, understanding each other’s perspective can help find common ground.

Empower Your Leadership with Sensitivity & Empathy.

Join a Unique Gathering of Visionary Thought Leaders and Deep Thinkers as we redefine the Strength of Sensitivity and the Power of Empathy in the Workplace. 

Register now to reserve your space.

Unlock the power of empathetic leadership 🙌

Simon discusses how understanding and trust are the bedrocks of highly effective teams. Learn methods for nurturing these qualities in your team, and why empathy isn't just a nice-to-have but a must-have in today's leadership.
 

How to practice empathy.
Here are three strategies I teach for integrating empathy into your daily business practices.

Use active listening. Seek to understand the perspectives of those who might be affected by business decisions—before making the decision. This can help prevent or mitigate impacts.

Consider the long term. Many businesses are focused on short-term thinking—how to increase profits each quarter. However, what’s good in the short term might not be good for the long term. When you consider the long-term consequences (and relationships), think beyond immediate benefits and consider the impact of your choices down the line.'

Finally, use role-play. When facing a difficult decision, simulate different scenarios with your colleagues and consider how others might react.