No single style is more important than any other. What is important, is to be aware of the six essential leadership styles.
In today’s competitive business environment, leaders face a daily challenge to exceed expectations. The ability to remain focused and proactive, while steering the ship with a steady hand and delivering results requires Leadership Presence. Unquestionably, a nimble ability to adapt to the shifting swings in corporate life is a mandatory component.
At Corporate Class Inc., we recognize that Leadership Presence requires this repertoire of leadership styles for varying situations. Consider playing a round of golf with just one club – would you play a good game? Likely not. The same holds true for a repertoire of leadership styles. While golfers must learn to choose from 14 different clubs for every shot, aspiring leaders are faced with only six leadership styles.
Leadership Presence for aspiring leaders
It’s imperative to understand that there is, indeed, a learning curve. It’s steep, but attainable. One of the first principles of Leadership Presence is that there is no single profile:
“There’s a tendency to equate leadership with command…yet leadership comes in many forms.”
— Dr. Kathleen Kelley Reardon, USC management professor, leading corporate consultant, author and blogger (Excerpt from The Secret Handshake)
These six styles are applicable to any company, any industry and any culture
Although studies have shown that leaders typically have a very narrow range of styles, according to Harvard University findings these six styles create an optimal toolkit and equip people for every situation:
1. Visionary style
A Visionary style provides short, and long-term vision, direction and goals. It’s a style that cannot be overused but it’s most effective paired with other styles to influence employees by explaining both the organization’s interests and employee interests.
2. Participative style
A Participative style invites employees to participate in the development of decisions and actively seeks opportunities for consensus. It is often characterized as a supportive style. A Participative style does not reward individuals but the group as a whole.
3. Coaching style
A Coaching style encourages long-term development of employees. Leaders should know the individual short and long-term development goals for every team member and strive to help them achieve their objectives. A coaching style is logical and persuasive; it relies on careful explanations and reasoning.
4. Affiliative style
An Affiliative style focuses on people, not results – and places emphasis on developing relationships with employees.
5. Pacesetting style
A Pacesetting style leads by example in an atmosphere where there is little patience for poor performance. Pacesetters actively jump in and steer, instead of delegating.
6. Directive Style
A Directive Style uses tight control and demands immediate compliance of employees. It provides instruction, not direction, by telling employees what to do.
What’s important to understand is that when it comes to Leadership Presence, the emphasis is on having a full repertoire of styles. Visionary, Participative and Coaching are all categorized as “long-term styles.” They may be applied in combination and set the tone for sustained productivity.
Affiliative, Directive and Pacesetting are categorized as “short-term.” These three are often effective in highly emotional, difficult and extreme situations. Consider the golf club analogy. Some, like the sand wedge, have very specific and limited application and this applies to short-term leadership styles.
This week we introduce a new feature where we answer your questions. Please see the link below for submission details.
Question:
Please explain Leadership Presence Workshops, who should attend and the material covered.
Answer:
Today, the expressions executive presence and leadership skills are often used interchangeably. We selected Leadership Presence to describe training specifically for management that administers teams. It’s training for people already recognized within their organizations as leaders, who are responsible for driving results.
Our focus is training to facilitate and develop stronger, more reflective judgments that generate greater team productivity. The 2-day interactive workshop builds on the fundamentals of team dynamics. Last month we introduced Deloitte’s 2017 Global Human Capital Trends report. This survey absolutely reaffirms the significance of teams:
“Agility plays a central role in the organization of the future, as companies race to replace structural hierarchies with networks of team empowered to take action.”
Leadership Presence Workshop examines five keys to leading a team
The core content is based on the five keys that are the door openers to guiding, driving, influencing and actually leading teams:
Emotional Intelligence: A so-called “soft skill,” or people skill – we examine how empathy can and should be implemented in real-time business applications.
When leaders learn to decipher their own motives and values, they are better equipped to assess those of team members.
Integrating specific elements to create a productive “climate” that stimulates daily team interactions.
Setting team goals– how to move from theory to implementation.
Understanding leadership style options – and how to select the correct one for the moment.
Leadership styles
Today, being an effective leader requires having a broad repertoire of leadership styles for varying situations. Consider playing a round of golf with just one club – would you play a good game? Likely not.
The same is true of the need for a repertoire of leadership styles. According to Harvard University findings there are six styles: 3-long term styles and 3-short term styles that create an optimal toolkit and equip leaders for every situation.During the workshop we examine the six styles; all are applicable to any size company, any industry and any culture.
The six leadership styles are:
Visionary
Participative
Coaching
Directive
Affiliative
Pacesetting
Studies have shown that leaders typically have a very narrow repertoire of styles they use with their teams. Participants have an opportunity to explore and expand their own styles. This creates the ability and awareness of when to adopt a specific style based on the circumstances, team members engaged and desired outcome.
Sustainability Program
Leadership Presence Workshops feature an optional Sustainability Program offering continuous check-in consultations to further enhance the learned skills.
Some final thoughts from Trend 1 of the Deloitte report: “As this new type of organization takes hold, working in teams will likely become the norm in business, and dynamism will become an organizational hallmark. Building and supporting teams will be leaders’ principal tasks.” (Our highlights)
Submit your question to Corporate Class Inc. Please note: Every effort is made to answer questions in a timely manner.
So, you’re a leader. You inspire and motivate those around you; you have a dedicated, loyal group of followers; you have a vision for the future. You’re doing great!
Wait. Do those around you, including your dedicated group of followers, know your vision? Do you communicate that vision with them? Do you know what it will take to attain that vision, and how those in your circle can help you get there?
We often hear leaders identify themselves as visionaries. Perhaps they are, but they don’t seem to be perceived as such. When we debrief our clients on their Executive Presence 360, many of them indicate that they are visionaries. To their surprise, their respondents don’t indicate that as an attribute. Why the disconnect?
Leaders are laser focused and move towards their goals with that vision in mind. They ask their team members to work on certain tasks without sharing their vision. They omit to explain why what they asked them to do is so important. Sharing your vision will not only help you attain that vision, it will inspire and motivate your team to forge ahead and help you make that vision a reality.
The “Why” Factor
Simon Sinek, popular author, speaker and consultant, explains how great leaders inspire action through their vision during his Ted Talk. According to Sinek, all great leaders and organizations think, act and communicate in the exact same way, which just so happens to be the opposite way of everyone else. Sinek calls this method of communication the Golden Circle.
In the middle of the circle is the “Why”, then comes the “How,” and finally, the “What.”Everyone knows what they do, some know how they do it, but very few know why they do what they do (the purpose, cause). That’s why most of us communicate from the outside in – we share our “What” first.
All great leaders, on the other hand, communicate from the inside out; they share their “why,” or their vision, first. As Sinek says: “People don’t buy what you do, they buy why you do it.” He uses the example of Apple to demonstrate this theory by explaining that Apple, a computer company, shares their vision first, and that’s what we buy into – it just so happens they make great computers. But it’s the “why” that Apple shares with us that leads us to buy any product that they develop, whether it’s a computer, DVR, MP3, television, etc.
Being a visionary is a core trait of a great leader, however the secret lies in your ability to communicate that vision to others. If those in your circles do not see you as a visionary, and you see yourself as one, you’re missing out on a huge opportunity to engage and inspire your followers even more. Be the leader you know you can be, and share your vision!
To find out more how you can increase your leadership abilities, including learning how to share your vision, take a look at our Leadership Presence workshops!
The best leaders consistently demonstrate a clear set of qualities, vision, integrity, empathy, and the ability to inspire others.
Great leadership isn’t about titles or authority; it’s about how you show up, make decisions, and bring out the best in those around you. While some people seem naturally gifted, the truth is that good leadership comes down to cultivating specific traits that drive trust, motivation, and results. Let’s break down what truly sets effective leaders apart.
Leadership is grounded in values like integrity, compassion, vision, and the ability to adapt and grow.
Daily habits, like reflecting, listening, and leading by example, shape leadership strength over time.
Qualities of a Good Leader You Should Practice
A good leader isn’t just someone who holds a title; it’s someone who earns the trust, respect, and commitment of their team. Strong leaders show up with purpose, consistency, and the ability to influence positive outcomes. If you’re aiming to lead well, start by practicing these essential qualities:
Inspiring with Influence
Strong leaders influence by example. They speak with clarity, act with confidence, and drive others to care about the mission. Inspiration isn’t forced, it’s felt. Motivating teams to take ownership and stay committed to shared goals starts with modelling the behaviours you want to see.
Building Trust First
Trust is the foundation of all leadership. People follow leaders they believe in. Focus on being reliable, transparent, and consistent. Great leaders don’t just command respect, they earn it by showing integrity, making ethical decisions, and putting people first.
Communicating with Purpose
Effective communication means listening more than speaking. Leaders ask questions, clarify meaning, and ensure everyone feels heard. By creating an open dialogue, they keep teams aligned and energized.
Creating Strong First Impressions
Leaders understand that presence matters. From posture and tone to attire and energy, how you show up sets the tone for how people perceive your authority. Strong first impressions aren’t about perfection; they’re about authenticity and composure.
Leading with Self-Awareness
Being self-aware means knowing your strengths, recognizing your blind spots, and staying grounded under pressure. Self-aware leaders don’t pretend to know everything. They listen, learn, and adjust their approach when needed.
Showing Respect Consistently
Respect isn’t just about being polite. It’s about recognizing every team member’s value and contributions. Leaders who show respect create safe, inclusive environments where people can speak up, share ideas, and thrive.
Practicing Compassion
Leaders show compassion by prioritizing people over processes. They check in, offer support, and lead with empathy. Compassionate leadership builds loyalty, encourages well-being, and creates stronger teams.
Creating and Sharing Vision
Great leaders know where they’re going, and help others see it too. They set clear goals, communicate direction, and keep the bigger picture in view, even when things get tough. Vision gives people purpose and momentum.
Embracing Learning Agility
Good leaders never stop learning. They welcome feedback, adapt to change, and grow with experience. By staying open and flexible, they guide their teams through challenges and lead with relevance.
Encouraging Collaboration
Collaboration is more than just teamwork. It’s about creating space for others to contribute and grow. Leaders who encourage collaboration make room for ideas, remove barriers, and share credit generously.
Acting with Integrity
Integrity means doing the right thing, even when it’s hard. Leaders with integrity follow through on their promises, own their mistakes, and lead with honesty. This creates a culture where people trust the process and the person leading it.
Taking Courageous Action
Courage is the willingness to face uncertainty and make bold choices. Leaders take responsibility, speak the truth, and advocate for what’s best for the team. Courage drives progress and sets true leaders apart.
Expressing Gratitude
Gratitude fuels morale. Leaders who express thanks build stronger connections and inspire continued effort. A simple “thank you” can increase engagement and show that every contribution matters.
Demonstrating Resilience
Leaders stay steady during hard times. They bounce back, learn from failure, and keep the team focused on progress. Resilience isn’t about avoiding setbacks; it’s about leading through them with strength and clarity.
Leadership isn’t built in a day. It’s shaped by the small, consistent actions you take every day, how you show up, how you react, and how you grow. Strong leaders develop their skills through habits that reflect their values and commitment to their team’s success.
Reflecting regularly: Review your actions and decisions to identify what worked, what didn’t, and how you impacted others.
Practicing intentional listening: Let others speak fully before responding to build trust and improve communication.
Giving consistent feedback: Share praise and constructive input regularly to support growth and clarify expectations.
Leading by example: Show the behavior you expect, be punctual, reliable, and respectful at all times.
Staying curious and teachable: Keep learning through reading, feedback, and staying open to new ideas.
FAQ
What Are The Most Important Qualities Of A Good Leader?
Strong leaders embody trustworthiness, integrity, empathy, communication, and a clear vision that guides their team forward. These qualities help them make ethical decisions, build lasting relationships, and foster an environment where people feel safe, heard, and motivated to do their best work.
How Can I Start Practicing Leadership In My Current Role?
Begin by listening actively, taking initiative, being accountable, and supporting your peers. Offer help before it’s asked for, and seek feedback regularly. Even without a title, you can lead by creating positive momentum, solving problems, and encouraging collaboration within your team.
Why Do Some Leaders Struggle To Gain Respect From Their Teams?
Lack of consistency, unclear communication, and failure to show respect or empathy are common reasons leaders lose trust and respect. When leaders focus too much on authority instead of relationships, they disconnect from their team. Respect is earned through humility, follow-through, and genuine care for the people you lead.
Final Thoughts: Lead With Intention, Not Just Position
Leadership isn’t something you wait to earn, it’s something you practice every day. Even if you’re managing a team or contributing individually, your ability to lead with empathy, clarity, and purpose can transform outcomes. Leadership isn’t about being in charge. It’s about taking responsibility, lifting others, and creating progress.
The best leaders don’t have all the answers, but they are committed to learning, evolving, and showing up for their people. If you want to grow as a leader, start by working on the traits outlined in this guide. Then commit to applying them consistently, not just when it’s easy, but especially when it’s not.
Ready to Become the Leader Others Want to Follow?
Learn how to strengthen your leadership style with practical tools, expert advice, and guided reflection.
We hope you enjoyed our blog series on The Secret Handshake: Mastering the Politics of the Business Inner Circle. There was certainly a lot to cover from the book, and in reality, each section covered could have been expanded upon much more. However, there was one section in particular, on power, that is arguably one of the most important sections from the book. Power can either make or break you; power comes first, and everything falls into place afterwards. It is for that reason that this week we will delve further into notions of power and powerlessness, what it means, and how it affects things like your physiology and emotional and mental states.
Dr. Amy Cuddy, a global leader on research around presence and body language, has recently published a book called Presence: Bringing Your Boldest Self to Your Biggest Challenges. Chapter five in this book is entitled “How Powerlessness Shackles the Self (and How Power Sets It Free), and it examines the differences between personal and social power (which was covered in the Secret Handshake blog series), and the difference between having power and being powerless. Dr. Cuddy begins by explaining that powerlessness can often come about when were are faced with a big change in our lives, and is followed by a self-perceived loss of power, accompanied by feelings of insecurity and anxiety. This depleted state that we experience makes us feel that we cannot cope with the situation at hand. When this happens, opportunities become threats, and therefore we actively avoid them. This is arguably the most important aspect of power versus powerlessness: when you feel powerless, you avoid opportunities, and vice versa. Power activates the behavioural approach system, and powerlessness, the behavioural inhibition system.
Another important aspect of power that is essential to understand is that personal power is uniquely essential (as opposed to social power). As Cuddy states: “Unless we feel personally powerful, we cannot achieve presence, and all the social power in the world won’t compensate for its absence” (114).
Feeling Powerless
Feeling powerless impairs thought: powerlessness and the anxiety that results from it undermine what psychologists call executive functions. These executive functions include high-order cognitive tools like reasoning and attention control. It also induces goal neglect, which is the phenomenon of failing to remain focused on a goal
Powerlessness makes us feel self-absorbed: the link between anxiety and self-absorption is bidirectional – the more self-focused we are, the more anxious we become
Powerlessness prevents presence
Feeling Powerful
Power can protect us: power acts as a buffer against negative emotions
Power can connect us: feeling powerful can often improve our ability to read and relate to other people. In addition, when we feel powerful we allow ourselves to be more open to others
Power can liberate our thinking: power seems to improve our ability to make good decisions under complex conditions
Power can synchronize us: feeling powerful can synchronize our thoughts, feelings and behaviours
Power can incite action: simply put, feeling powerful makes people proactive
Power can make our actions more effective: remember how when we feel powerful, we approach opportunities instead of running away from them?
Clearly, there are so many incredible side-effects of feeling personally powerful. Not only does power positively affect our lives in these ways, but it also affects our physiology. For instance, studies have shown that high-status individuals (i.e. those who possess social power) tend to have high levels of basal testosterone, which is the dominance and assertiveness hormone. Secondly, those who lack feelings of power often exhibit higher levels of cortisol, the stress hormone. It therefore makes sense that people who have a high sense of personal power cope better in crises. Evidently, the power of power cannot, and should not, go unnoticed.
Ways to increase your personal power can be so simple as to adopt a better body posture. Other ways include adjusting how you speak with and engage with others, as well as actively trying to deter negative thoughts that make you feel powerless. When you do so, you will notice feelings of power slowly encroaching in your day-to-day interactions. Others will notice too!
Works Cited
Cuddy, Amy. Presence: Bringing your Boldest Self to your Biggest Challenges. New York: Little, Brown and Company, 2015. Print.
Alas! We have finally reached the last blog post on Leadership Presence – self-knowing and authenticity. Over the past few weeks, we’ve discovered what leadership presence means, what it can do for you, and how to attain it. Last week we began to dissect the final piece of the puzzle in the quest to obtaining leadership presence: self-knowing. This week, we continue with this theme but discuss it in terms of authenticity.
What is authenticity? Well, at its most basic level, it means to be genuine. To be genuine is to be oneself. The ability to connect with others in the business world is of the utmost importance, however the connecting must be done genuinely, or authentically, for it to have any meaning or impact.
According to Belle Linda Halpern and Kathy Lubar, authors of “Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire”, there are three rules for authenticity. We shall discuss each in detail below.
Rule #1: Accept yourself and be open to growth (Halpern and Lubar 230)
Many of the greatest leaders feel comfortable and happy with themselves, despite their shortcomings. They know of their weaknesses and work to improve them, however they also accept them. When you’re aware of, and accepting of, your limitations it will allow you to develop the skills you need to overcome them. In addition, a good leader will know if their limitations cannot be overcome, at least in a timely manner, and in that case will delegate the task to someone more appropriately equipped to handle the situation. One of the best ways to accept yourself is to be open to hearing commentary about yourself and your performance, including criticism.
Rule #2: Live your values (Halpern and Lubar 235)
In the last blog, we discussed values and how important they are to a leader. Well, it’s one thing to have values, however it’s another to put them into practice, especially in a workplace setting. Halpern and Lubar suggest leaders take two related steps in order to make sure their actions are congruent with their values:
Ask others straight up if they believe you are someone who lives your values.
Every time you speak of your values, ask others to tell you when your actions don’t align with your values.
It’s one thing to realize or discover that your actions don’t align with your values. If and when you do realize this, it is imperative you do some soul searching in order to figure out why this discrepancy exists, and then come up with a plan to correct the discrepancy. Remember, when your actions and values don’t align, you risk being perceived as inauthentic.
Rule #3: Create an authentic connection to work (Halpern and Lubar 240)
In order for a leader to be their most inspiring, authentic self, they must connect their values and interior life to the work that they do, similarly to how actors need to create a true connection to the characters they are portraying. At the end of the day, it is simply about creating meaning; if you truly believe in what you do and say, others will recognize that and will want to follow you. Connecting authentically with others allows the leader, as well as the led, to connect with something “bigger than themselves and their own self-interest” (Halpern and Lubar 247).
Being a leader is not about being “the boss”; it is about much more than that. It’s about inspiring, connecting, and motivating others to succeed and reach their highest potential. It is about communication, values, and the ability to make decisions. The steps we’ve outlined over the past few weeks are not necessarily the easiest things to do (opening up to others and becoming vulnerable is typically an anxiety-causing activity for most), however, if put into practice, they will help you achieve the leadership presence you deserve and need to reach the next level.
Works Cited
Halpern, Belle Linda and Kathy Lubar. Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire. New York: Gotham Books, 2003. Print.
As our series of blogs on Leadership Presence continues, our hope is that you take some of these suggestions into practice, in order to foster leadership presence in yourself, not just at work, but in every aspect of your life.
Last week we discussed reaching out and empathy, and this week we continue on the topic of reaching out, but specifically reaching out and making connections.
According to Belle Linda Halpern and Kathy Lubar, authors of “Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire”, empathy not only requires seeing and feeling, but also expression. What do they mean by this? It is what you do to communicate and act upon empathy that truly counts.
The focus of this entry is building relationships. The trick to building relationships, which is absolutely necessary if you want to be considered a leader, is to do so with empathy. But how?
Rules For Building Empathetic Relationships (Halpern and Lubar 109)
Listen to build relationships
This week again we see the importance of listening. The authors suggest listening for subtext (look for hidden meaning and emotion in the persons words). In addition, they suggest listening for the persons values and strengths, which can be an easy way to connect with someone.
Acknowledge the person
It is important, when listening, to acknowledge feelings, values and strengths that the other person might be trying to get across, but in a not-so-obvious fashion. The idea here is to turn off the “problem-solving” part of the brain when someone comes to you for help, and really listen to what they are saying beneath the words themselves. Another way to do this is to offer positive insights based on what you heard the person say. Remember, “people want to be loves, heard, and made to feel important.”
Share yourself
“Openness is critical for coaching” (119), say Halpern and Lubar in their book. This statement could not be truer, especially in business. It is integral to be vulnerable if you are to be a successful coach. Reveal the chinks in your armor, so to speak, and let others see who you really are; they will be more likely to follow you if you do.
It is important to mention that, although opening up and sharing yourself is necessary if you want to be a successful leader, there is also a limit. The authors suggest doing this in stages (offering bits of information here and there), and seeing how others respond. Don’t tell others your life story the moment you meet them!
The challenge this week is to try to open up and become vulnerable (yes, this will likely be difficult, and possibly even uncomfortable!), and see how others respond to you. Remember, it is all about making connections, and you wont be able to do so if you’re a vault!
Works Cited
Halpern, Belle Linda and Kathy Lubar. Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire. New York: Gotham Books, 2003. Print.
This week we continue our series on leadership presence – focusing on reaching out with empathy in leadership. Last week we looked at the first aspect of leadership presence and arguably its foundation, being present.
For this next installment, we will discuss the next step on the path to attaining leadership presence: reaching out with empathy. According to Belle Linda Halpern and Kathy Lubar, authors of “Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire”, reaching out means “the ability to build relationships with others through empathy, listening, and authentic connection” (77).
This may sound easy or obvious, but in fact, it is not. A true leader is someone who reaches out first, and does not wait for opportunities to cross them by. In addition, it is one thing to reach out to others, to seek out opportunities, but if one does so without empathy and compassion, the effect will be lacklustre. Both of these characteristics complement each other and work together to foster leadership.
The Importance of Empathy in Leadership
Empathy lies at the heart of effective leadership, setting it apart from mere authority. In opposition to sympathy, which involves feeling for someone, empathy demands a deeper connection — feeling with someone. It necessitates an internal journey, one that requires leaders to delve into their own emotions and inner selves. Empathetic leadership means understanding and sharing the feelings of others, creating a compassionate and supportive environment and building stronger, more genuine relationships with team members.
Regrettably, many leaders adopt the habit of compartmentalizing their emotions, leaving them at home when they step into the organizational realm. However, this approach severely hampers their ability to demonstrate empathy toward their team members. An important leadership skill, empathy enables leaders to connect authentically with their teams, fostering trust and creating a supportive work environment where employees feel valued and understood.
Through our observations in client interactions, we’ve noticed a striking divergence in perceptions across different respondent categories. While friends and family often rate their leaders highly in terms of empathy, colleagues, direct reports and superiors frequently provide lower ratings. This variance underscores the role empathy plays in leadership effectiveness and highlights the importance of empathy as a leadership skill.
Leaders who lead with empathy create an inclusive work environment that fosters emotional intelligence and compassion. They cultivate a culture where team members feel valued and understood, leading to improved productivity and organizational success. Conversely, less empathetic leaders often struggle to build trust and rapport, resulting in lower employee satisfaction, higher turnover rates and diminished overall performance.
Learning to Reach Out and Be an Empathetic Leader
There is a saying: “People want to be loved, heard, and made to feel important.” This statement is true in every aspect of life, and especially in business. A true leader will make their colleagues feel heard, and their actions and ideas are integral to any business situation. This includes, for example, active listening, as opposed to passive listening, and sensitivity in dealing with potentially awkward situations (such as someone’s terrible idea for a proposal to a potential client). Halpern and Lubar state: “When you know and acknowledge your people and their feelings, they feel more motivated, work more productively, and they’re more likely to stay, even if the going gets tough” (89). If you can learn to reach out and be empathetic with your employees, they will be loyal to you and will work harder for you.
If empathy and the ability to reach out don’t exactly come naturally to you, there are certain actions you can take to encourage this behavior in yourself.
Figure Out What Makes People Tick
Being empathetic does not mean having warm and fuzzy feelings of happiness for the entire population; it simply means understanding someone’s thoughts and feelings. To do this adequately, it is important to get to know the person and find out what makes them tick, so that you may better understand them in any situation.
Empathy is at the heart of building genuine connections with others. It allows you to truly understand their perspectives and emotions. As a leader, developing empathy is essential; it forms the basis of effective leadership. By embracing empathy, you can build trust and create strong relationships with your team. It also improves decision-making and conflict resolution by encouraging leaders to recognize and address the feelings and concerns of their team members. Therefore, fostering empathy in your leadership style is key to achieving success and becoming a more influential leader.
Creating the Link to Your Own Feelings when Showing Empathy
In opposition to sympathy, empathy involves feeling with someone, as opposed to for someone. Therefore, empathy requires you to connect with your own feelings and inner self. Many leaders have the “bad habit” of leaving all their feelings at home before coming to the office. If you do this, your ability to empathize will be gravely affected. We often see this be the case for some in our 360 with clients. Categories of respondents differ in their opinions of the subject. Friends and family will rate their empathy high while colleagues, direct reports and bosses rate it low.
You Possess the Capacity to Empathize with Anyone
Naturally, it is easier to empathize with people we like. Empathizing and connecting with others that you may not like or respect can be a challenge, but it is certainly not impossible. Halpern and Lubar suggest thinking about the person with whom you cannot connect and trying to find at least one thing (however, the more, the better) that you admire about that person and connecting with them surrounding that. The authors state: “In the end, though, empathy doesn’t involve finding what you like in someone else. It involves finding the humanity in someone else, even in their weakness, and connecting that humanity to your own” (98).
A study of over 38,000 leaders and their organizations (conducted by Hay/McBer), found that “leadership styles that rely heavily on empathy tended to create a more positive company climate {…}” (99), and as we can imagine, a more positive company climate will lead to positive company results. Empathetic leadership leads to fostering trust and stronger relationships within teams. Leaders who prioritize empathy leadership traits can effectively navigate decision-making and conflict resolution by considering the feelings and needs of others. Therefore, cultivating empathy within leadership practices is paramount for nurturing a positive organizational climate and achieving favorable outcomes.
Lead with Empathy and Compassion
This week, challenge yourself to connect with others, especially those whom you may know you’ll have trouble connecting with. See what a difference empathy can make on your path to developing your leadership presence.
Organizations can encourage empathetic leadership by recognizing the importance of empathy in leadership development. Empathy in the workplace fosters empathy and compassion among team members, leading to increased job satisfaction and reduced turnover. Empathetic leaders understand the diverse perspectives of their team members and guide them through transitions, creating a positive work environment where everyone feels heard and valued. By enhancing their empathy skills, leaders can effectively communicate with their teams and make business decisions that benefit both employees and the organization as a whole. Developing empathy in leadership is crucial for fostering these positive outcomes.
In conclusion, empathetic leadership is a critical skill that fosters a positive workplace culture and improves business outcomes. Leaders must recognize empathy as an essential leadership trait, creating a safe space where team members feel heard and valued without fear of judgment. Effective communication and strong listening skills are key for empathetic leaders to connect deeply with their teams and understand their personal lives.
Halpern, Belle Linda and Kathy Lubar. Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire. New York: Gotham Books, 2003. Print.
We hope you enjoyed our 
