Running head: LEADERSHIP AND EMPATHY: A GUIDE TO ENGAGEMENT

Leadership and Empathy: A Guide to Engagement

Ashley Daniels
Siena Heights University
LDR630

LEADERSHIP AND EMPATHY

Leadership and Empathy: A Guide to Engagement

Life in the twenty-first century is complicated. The pressure of trying to balance work
and a social life is harder today than it has ever been. The demands of the fast-paced world make
for a sense of urgency in everyday life. Work is expected to be done quicker because of the everchanging technology. Modes of communication are at the fingertips of the users due to the
availability of phone, text, and email. Information can be sent and received within minutes,
allowing decisions to be made just as fast. The faster the workplace the more essential it is to
inspirational leadership and an empathy and understanding of the development needs of
employees (Mill Chalmers, 2010).
Then there is the changing demographics in the workplace. This results in the challenge
of communicating with individuals from different ethnic backgrounds, races, ages, genders,
disabilities, and sexual orientations (Miller, 2015). These demographics are a sensitive subject to
many and must be dealt as such. Many of these sensitivities have never been brought up in the
workplace before now. This challenge in turn demands a need for leaders who help direct and
guide an organization.
Vroom and Jago (2007), describe leadership as a process of motivating others to work
together collaboratively to accomplish great things. Leadership is not an easy task. With all of
the changes happening in the world as mentioned above, more demands have been added to the
leadership role. Leadership is no longer a cut and dry list of specific job descriptions. There is an
unseen list of influence and guidance. Hopen (2010), shares that the 21st century has radically
changed the way leaders will perform. She mentions six different key elements: technology,
globalization, educated workforce, diversity and inclusion, social responsibility, and
partnerships. These new demands bring on major change in an organization. With all of these

LEADERSHIP AND EMPATHY

adjustments to leadership, personalization is easy to get lost. People can feel as if they are a
number and have lost their identity or voice in the workplace. Thus, making employee
engagement a valuable practice for leaders and the organization. The multiple dimensions in
leadership qualities and the complexities in todays performance environments for leaders, form
a foundation to review a critical leadership quality that has thus far encountered resistance in
being accepted in both business education and business performance: empathy (Holt & Marques,
2011). This paper discusses the importance of empathy in the organization and also includes a
discussion on the importance of engagement.
Empathy
Empathy is often confused with sympathy. The practice of being able to put oneself in
anothers shoes rather than just finding the silver lining in a situation is empathetic versus
sympathetic. It is being able to really feel and understand what the other person is experiencing
or going through. Researchers that study emotion generally define empathy as the ability to sense
other peoples emotions, coupled with the ability to imagine what someone else might be
thinking or feeling (The Greater Good Science Center, 2016). Empathy must be present in all
types of relationships encountered in life. People and organizations, specifically, thrive on
relationships. A successful organization is one that has a healthy relationship with all
stakeholders. Empathy is a key factor in creating those successful organizations. It allows for an
understanding of intention, needs, and the perspective of others. Imagine a company that showed
no empathy. There would be no drive, mission, or vision for the company. The stakeholders
would have no buy-in, and the employees would feel no purpose or engagement in their role.
Whose job is it to show empathy? Empathy should be part of the culture of any
organization. With emotion permeating organizational relationships, it is important for

LEADERSHIP AND EMPATHY

employees to be able to express themselves in a rational manner. Much research has been done
on the study of stress, burnout, and social support in organizations. As a result, making emotion
in the workplace a vital element to pay attention to. Emotion in the workplace is not something
that was present until the early 1990s. Many decades before that, human relations scholars began
looking more closely at human feelings in the organization, but the only feeling considered in
those years was satisfaction (Miller, 2015).
Leaders within the organization are the individuals that are the driving force to make sure
empathy is displayed. If leadership sets the example, employees will be more likely to follow.
Just as mentioned above, Vroom and Jago (2007), consider the main result of a leader-follower
interaction, to be the pursuit of a common goal. When empathy is not present in leadership
positions within organizations, employees are less likely to agree with the views of the
organization in addition to, employees feeling less involved, appreciated, or rewarded (Boddy et
al. 2010). These feelings will attribute to tangible measurements when looking at the effects on
job performance.
Job Performance
Empathy has a direct correlation to way people execute their jobs. Being able to
understand what people are going through effects communication, making decisions, working
together, and the motivational piece in getting a job done. These are key components to job
performance. There is more expected in job performance than just the basic daily tasks. Even
when employees have the aptitude to do their jobs and an understanding of what they are
expected to do, they must also have the necessary interpersonal skills of empathy to accomplish
their required tasks effectively (Singh, 2014). Whether individuals get their jobs done or not does
not expose whether they are happy in their position or environment. Happiness is often over

LEADERSHIP AND EMPATHY

looked as an element in the workplace. When employees are not happy, there is less motivation
present to perform as well as possible. The happiness of employees is a key driver to achieve the
vision of any organization and empathy forms a crucial component of this process (Singh, 2014).
Empathy also helps to break down barriers. There cannot be barriers when trying to
network and create new relationships with potential business partners. To grow companies and
thrive in todays changing work force, networking is necessary. Empathy allows people to
connect and share stories. Stories then allow people to find common ground and mutual respect
with one another. The process of how we interact with other minds and mostly coincide with
others emotions such as caring for others, is a result of empathetic practices (Coplan & Goldie,
2011). In a recent study by Singh (2014), it was found that there is a strong relationship between
the ability to work with, appreciate, and respond to workers. The self-esteem of employees is
higher in a working environment that encourages an empathic relationship amongst workers.
Employees are motivated, to a greater extent, to excel which inevitably contributes to their job
satisfaction (Singh, 2014). When people are satisfied with and engaged in their job, performance
will be more positive overall and burnout is less likely to occur.
Burnout
Freudenberger (1974), first brought up the term burnout. Burnout is referred to as
wearing out from the pressures of work. This term is often talked about when the stressors of
daily work takes a toll on employees in the work place. Maslach (1982), sees burnout as
consisting of three interrelated dimensions: emotional exhaustion, depersonalization, and
decreased personal accomplishment. These three indicators of burnout can result in employees
not completing their tasks, bad communication, self-bullying, and lost motivation. Any of those
factors will be detrimental to the organization. Burnout not only affects one person, but can also

LEADERSHIP AND EMPATHY

affect an entire group. When someone is showing signs of emotional exhaustion, it can be very
apparent to others around them. Body language says a lot about how someone is feeling and can
bring others down with the negativity. It is estimated that job stress cost U.S. businesses between
$150 billion and $300 billion annually (Spielberger et al. 2003). When increased healthcare
costs, employees calling off work, and a decrease in job performance is all added up into a sum
of money the results are detrimental to the organization.
Studies show that leaders who show empathetic concern were less likely to experience
burnout (Miller, 2015). Leaders that are able to effectively communicate and understand where
their employees are at will be able to help their staff deal with stressors throughout the work
place. Being able to feel into what their employees may be experiencing will allow the staff to
connect and detect the integrity of their leader. When both parties are not engaged that
disconnect can add to unwanted stressors. Stress and burnout can lead to a high rate of turn over,
resulting in inflated expenses for training new employees. Overall, burnout has a negative effect
on all relations involved in the organization.
Engagement
As discussed earlier, relationships are what make up an organization. There are
relationships with all stakeholders involved in the business. Stakeholders, meaning owners of the
company, leadership, employees, customers, consumers, sellers, and anyone that has any
connection with the business. Great relationships have to start within the company to have the
ability to successfully reach out and make connections with outside organizations. The
organization must first develop a culture within. What are the morals, values, and ethics of the
company? There should be one mission or vision that the company is striving for to create their
culture. Leadership is responsible in developing and communicating this culture, but it is up at

LEADERSHIP AND EMPATHY

all stakeholders to make sure the culture is continually thriving. To be successful, it is imperative
that leaders create a culture of new energy and excitementengagementwithin the
organization (Roth, 2013).
Leaders of the organization can drive employee engagement. This engagement is
imperative to make sure employees are fully invested and emotionally connected in their work.
Engaged employees care about the future of the company and are willing to invest the
discretionary effort exceeding dutys call to see that the organization succeeds (Crim &
Seijts, 2003). Leaders that are empathic correlate in conjunction with urging employee
engagement. In support of employees being engaged they must be emotionally invested. For
workers to be emotionally invested and not run the risk of being burnt out, leadership must dig
deep into their employees. Leaders will have to have a strong understanding of what motivates
the employees, listen to what they have to say, understand what their stressors are, and create an
open dialog where communication is easy and welcomed. Without this connection, employees
are not going to have the motive that they need for full engagement.
The Gallup Management Journal publishes a semi-annual engagement report. Recently
they shared that only 29 percent of employees are actively engaged in their jobs. These
employees work with passion and feel a profound connection to their company. (Crim & Seijts,
2003) People that are actively engaged help move the organization forward to attainment. This is
an extremely low percentage when looking at how influential and effective engaged employees
are to their organization.
Benefit of Engaged Employees
Employee engagement positively influences workplace optimism, and workplace
optimism positively impacts individual performance (Medlin & Green, 2009). If people are

LEADERSHIP AND EMPATHY

confident in the work they are doing, they are going to obtain better results than those that are
not as engaged. Engaged employees believe that they can make a difference in the organizations
in which they work for. Confidence in the knowledge, skills, and abilities that people possess
in both themselves and others is a powerful predictor of behavior and subsequent performance
(Crim & Seijts, 2003).
Organizations need employees who are committed to their environment. As mentioned
earlier, turnover is extremely expensive for the organization. Earlier research found that
employees with the highest levels of commitment perform 20% better and are 87% less likely to
leave the organization (Kumar & Pansari, 2015). In turn, this is saving the organization
insurmountable time and money. Estimates of the costs of employee turnover vary widely and
depend on whether all costs are recognized, actuating between 25% and 200% of annual
compensation for a leaving employee (Silva & Toledo, 2009). If employees are highly committed
to the work place, they will be more likely to share their enthusiasm with customers. This will
result in increased profit and sales. It is a win-win for all stakeholders.
Engaging Employees
It is up to the employee whether they will choose to be engaged in their organization. The
leaders role is to motivate the employee to elevate their state, or mindset, in which they work.
This meaning, changing the ways in which the employees think. Leaders can instill the
confidence that their employees are competent, capable, and essential to the work they do. Their
emotions and actions will then follow in positive correlation. The previous discussion about
empathy and understanding employees, leads to engaged participants. Roth (2013) recommends
leaders starting with three steps to increase employee engagement and building a culture of
engagement:

LEADERSHIP AND EMPATHY

1. Demonstrate a clear commitment of ones own leadership purpose and values.

2. Be a positive role model for the beliefs, practices, customs, and behaviors all employees
need to exhibit in their interactions with one another and in their day-to-day work.
3. Encourage all employees to understand and share those same beliefs and behaviors, and
coach to them.
Making sure the leader has a clear grasp of their own morals, ethics, and vision for their
participation in the organization will allow them to better guide their followers. Leading with
positivity and by example sets the tone for what is expected from the employees.
Communication is essential to allow individuals the opportunity to express concerns, comments,
and questions. Leaders should always communicate in an encouraging and positive way. When
negative remarks become a preoccupation, an employees brain loses mental efficiency (Kouzes
& Posner, 2012, pp. 146). If a leader is constantly negative, employees will be begin to feel as if
they are unapproachable, causing problems to exacerbate.
Leaders striving to improve the performance of their workers should implement a goal
setting process (Medlin & Green, 2009). Setting goals will help the employees to make small
baby steps towards achieving their long-range goals. This allows the leaders to celebrate the
small victories with their employees. When goals are too long-term it creates an image that is
exceedingly great to image accomplishing. Employees will in turn stay more engaged and
excited about the accomplishments they are making along the way. Setting goals helps to keep
employees in line with the vision set by the organization.
A critical task for a leader is to create a climate that enables employees to unleash their
potential. The combination of the right environment and a culture that creates wants instead of
requirements, places few limits on what employees can achieve (Crim & Seijts, 2003). People

LEADERSHIP AND EMPATHY

10

want to be inspired to embrace their creativity. This gives employees the autonomy to bring
about new and exciting ideas to the table. It is up to the leader to strengthen others to feel strong,
competent, and capable to take their own initiative and make tough decisions.
Conclusion
All people desire to be understood, heard, appreciated, and needed. The feeling of
belonging in a culture allows individuals to thrive. These are all critical pieces to success in
business and the longevity that all organizations strive for. Leaders have a duty to care and
actively practice empathy. Passionate leadership is and will continue to be the driving force of
empathy and engagement in the work place. Leaders who are willing to create an empowering
vision building climate, will result in motivated, healthy, well performing employees leading to
improved bottom line figures (Holt & Marques, 2011). With employee engagement being a large
part of the vision in an organization, employees will gain better communication, job
performance, job satisfaction or happiness, aspirations, and lesser stress levels. It is well known
that employees attitudes towards the organization have a significant effect on how they approach
their jobs and how they treat customers (Kumar & Pansari, 2015).
When all stakeholders are at risk, it is imperative to focus on the organization within to
ensure a proper culture is implemented. This culture is what will be portrayed outward to anyone
invested in the business. The image of the organization should be one that is transparent and
positive. People need to know what is going on in their environments. It is up to the leadership to
embrace change and take challenges head-on. Great examples of these successful businesses are
places like Zingermans and Whole Foods. They are both service-focused companies that have
long invested in making both customers and employees happy (Kumar & Pansari, 2015). When

LEADERSHIP AND EMPATHY

the focus is on the people who run the organization and the people who benefit from the
organization, it creates reputable business practices.

11

LEADERSHIP AND EMPATHY

12
References

Boddy, C., Ladyshewsky, R., & Galvin, P. (2010). The influence of corporate psychopaths on
corporate social responsibility and organization commitment to employees. Journal of
Business Ethics, 97(1), 1-19.
Coplan, A., & Goldie, P. (2011). Empathy: Philosophical and psychological perspectives. New
York: Oxford.
Crim, D., & Seijts, G. (2006) What engages employees the most or, the ten Cs of employee
engagement. Ivey Business Journal. Retrieved from:
http://iveybusinessjournal.com/publication/what-engages-employees-the-most-or-the-tencs-of-employee-engagement/
Freudenberger, H. J. (1974). Staff Burnout. Journal of Social Issues, 30, 159-165.
Holt, S., & Marques, J. (2012). Empathy in leadership: Appropriate or misplaced? An empirical
study on a topic that is asking for attention. Journal of Business Ethics, 105(1), 95-105.
doi:http://dx.doi.org/10.1007/s10551-011-0951-5
Hopen, D. (2010). The changing role and practices of successful leaders. The Journal for Quality
and Participation, 33(1), 4-9. doi:http://dx.doi.org/10.1007/s10551-011-0951-5
Kouzes, J. & Posner, B. (2012). The Leadership Challenge: How to make Extraordinary Things
Happen in Organizations. San Francisco (CA): The Leadership Challenge.
Kumar, V., & Pansari, A. (2015). Measuring the benefits of employee engagement. MIT Sloan

LEADERSHIP AND EMPATHY

13

Management Review, 56(4), 67-72. Retrieved from

http://search.proquest.com/docview/1694713041?accountid=28644
Maslach, C. (1982). Burnout: The Cost of Caring, Englewood Cliffs, NJ: Prentice Hall.
Medlin, B., & Green,Kenneth W.,,Jr. (2009). Enhancing performance through goal setting,
engagement, and optimism. Industrial Management & Data Systems, 109(7), 943-956.
doi:http://dx.doi.org/10.1108/02635570910982292
Mill Chalmers, W. (2010). Training to survive the workplace of today. Industrial and
Commercial Training, 42(5), 270-273. doi:http://dx.doi.org/10.1007/s10551-011-0951-5
Miller, K. (2015). Organizational communication: Approaches and processes. Belmont (CA):
Thomson/Wadsworth.
Roth, T. (2013, January). Engagement starts with your leaders. Training: The Source for
Professional Development. Retrieved from: https://trainingmag.com/content/engagementstarts-your-leaders
Silva, J. I., & Toledo, M. (2009). Labor turnover costs and the cyclical behavior of vacancies and
unemployment. Macroeconomic Dynamics, 13, 76-96.
doi:http://dx.doi.org/10.1017/S1365100509080122
Singh, P. (2014). Employees' use of empathy to improve their job behaviour. The International
Business & Economics Research Journal (Online), 13(3), 599. Retrieved from

LEADERSHIP AND EMPATHY

http://search.proquest.com/docview/1525361493?accountid=28644
Spielberger, C., Vagg, P., & Wasala, C. (2003). Occupational stress: Job pressures and lack of
support. In J.C. Quick & L.E. Tetrick (Eds.), Handbook of occupational health
psychology (pp. 185-200). Washington, DC: American Psychological Association.
The Greater Good Science Center. (2016). What is Empathy? [University of California
Berkley]. Retrieved from: http://greatergood.berkeley.edu/topic/empathy/definition#
Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. American
Psychologist, 62(1), 17-24. doi:http://dx.doi.org/10.1037/0003-066X.62.1.17

14