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I have always wondered why empathy in the workplace (especially among the organisational leaders) is a more recent development despite being a valuable human trait. It is not that it didn’t matter before, but today it has shifted from ‘being-a-nice-to-have’ to a strategic necessity for organisational success.

Almost every working industry has become saturated. Younger employees today value more than just salary. They actively seek good work culture, flexibility and bosses who value them.

"Organisations led by empathic leaders saw a 74% increase in employee engagement and 67% decrease in turnover in the UK last year."

According to Deloitte’s Human Capital Trend Report 2024 , organisations led by empathic leaders saw a 74% increase in employee engagement and 67% decrease in turnover in the UK last year. The data makes it simple: Empathy is not just about kindness but also a serious driver of businesses.

What Emotional Intelligence Looks Like in Leadership?

When talking about empathy, one can’t leave emotional intelligence (EI) behind. Emotional Intelligence is the umbrella concept under which empathy is the main pillar.

Daniel Goleman, a renowned scientist who popularised the trend of emotional intelligence in the workplace, mentions its five core units: Self awareness, self reflection, social skills (such as relationship management), motivation and empathy.

Together the above qualities can help leaders create productive, motivated, and inclusive workplaces. As Goleman argues, they are crucial not only for managing others but also for achieving one’s leadership success.

Is Empathy and Emotional Intelligence the Same?

Not exactlty. Emotional intelligence is the broader ability to recognise, analyse, and respond to others’ emotions.

Empathy is a key part of that; it is the ability to feel and connect with those emotions.

In simpler words:

Emotional intelligence is a toolbox.

Empathy is one of the most powerful tools in the box.

Developing Emotional Intelligence and Empathy as a Leader

Some people are naturally more empathic than others. The good news is that empathy and EI both can be developed.

Techniques that help include:

● Practicing self-reflection

● Active listening instead of just hearing

● Seeking honest feedback

● Perspective taking- putting yourself in someone else’s shoes

Leaders who believe in continuous learning and personal growth strengthen their relationship management and empathy.

Yet, we still see people leading organisations purely through authority and rigid hierarchies.

This shows how expertise and politics can help people climb the success ladder.

Why Some Not-so-Kind Leaders Still Succeed?

Being a big empathy-advocate, it pains me seeing leaders who lack empathy still climb to the top. The few obvious reasons include:

● Short-term wins: Authorisation and high-pressure work cultures do manage to get effective and quicker results especially in terms of generating profits.

● Industry culture: In industries like finance, banking and big tech, toughness is mistakenly equated with competitiveness.

● Visions and execution: Even without warmth, leaders with exceptional skills and clear vision can inspire and lead.

However, these wins come at a price including higher turnover, lower morale, and long term reputation damage to the company and work culture regardless of the sector.

Empathy may not be the only way to lead, but it is increasingly proving to be more sustainable.

Tough Leadership in Different Industries

Working in marketing and SEO, I have been fortunate to have had supportive managers and collaborative teams in both Pakistan and the UK.

However, I have often heard many different stories from friends and family  working in finance, banking, and highly competitive tech environments.

In those industries, the stereotype of ‘tough bosses’ still dominates and is often celebrated as a sign of competitiveness.

This raises an important question: Does a warm and welcoming culture risk undermining competitiveness and profit in such fields?

The answer isn’t a simple yes or no.

High pressure, top-down leadership can deliver quick results in cutthroat industries.

"61% of employees have resigned due to toxic work culture."

Oak Engage’s Toxic Work Culture 2023 report mentions that  61% of employees have resigned due to toxic work culture.

Regardless of gender, emotionally intelligent leaders are not always soft. They create workspaces where people are motivated to give their best, even under pressure.

In fact, companies in traditionally high-stress sectors that embrace more empathic leadership often see better retention and innovation without sacrificing the competition.

Are Women Leaders More Empathic than Men?

Women being more empathic than men is a common stereotype. However, many researches do support this notion whether we like it or not.

A 2021 Frontier Psychology’s report suggests that women tend to score higher on empathy, social skills and relationship management, which are among the three components of EI.  

Of course, this doesn’t mean all women are empathic and men aren’t. But it highlights how social conditioning and one’s experiences may shape women to be more responsive to emotional dynamics, which can be a great leadership strength.

While I have been fortunate to work with understanding managers and collaborative team members, I have often felt more supported by women I worked with.

In moments of conflict, lets say a team meeting with lots of disagreement, it was usually my female colleagues quietly checking in afterwards by making sure I was okay and help work through those disagreements.

Though, I built closer friendship with my female colleagues which probably caused this dynamic.

But, I did notice a pattern of women colleagues looking out for each other and offering support during any projects or even difficult situations in my three-year career.

How Empathy Shapes Women’s Leadership?

Being empathic can help leaders build trust, loyalty and collaboration for both men and women.

For women leaders especially, empathy can help them navigate complex challenges, as they are often skilled at listening and finding solutions that balance business needs with people’s well being.

The challenge however, is perception. It is no secret that women leaders do face double standards in the corporate world. They could be praised for being caring and judged harshly for showing firmness or decisiveness.

However, as organisations are beginning to recognise the business value of empathy, these traits are being reframed not as ‘soft’ but as strategic strengths.

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