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The Empathic Leader
Abstract
Managers and their subordinates often have the same aims as their organisation: to be successful, to be content and to develop in a secure environment under good financial conditions. Still, we can often hear that workers do not feel comfortable, they do not have a good mood in their working places. They are not committed and they are not motivated – in such cases they are guaranteed to fail, and so is their organisation. In the operation of an organisation tight deadlines, hard work, not clearly defined functions and the feeling of not being understood result in role conflicts. The task and the responsibility of a leader is to apply a communication culture that is based on honest interest towards his subordinates and on acceptance, that enables the avoidance of unnecessary tensions. Many managers consider active communication with and care of subordinate workers as an unnecessary activity and a sheer waste of time but the Pareto principle applies in this case as well. The empathetic leader is capable of realising his colleagues’ competencies and accepting their personal aims and using them as a tool for the development of the organisation. The empathetic leader is capable to reach that workers experience the success of the organisation as their own success – this gives the organisation motivated and committed people.
The goal of this in-depth interview study was to gain knowledge about important, needed and developed competencies of executives. Supplementary design factors and implementation barriers were examined as framework conditions for compe-tency development. The study (N = 66) gathers information from three different subject groups: executives (n = 22), freelance trainers (n = 23), and corporate HR professionals responsible for executive development (n = 21). A total of 13 important competencies were extracted from the answers of all respondents. Groups agreed on five competencies (leading, communication , achievement motivation, organizing and strategy, social influence) which are therefore classified as needed. Design factors and implementation barriers were classified, ranked according to relevance and evaluated in general and on a group-specific basis. The two most important design factors mentioned by all subject groups are: 1) to ensure the practical relevance of development programs; and 2) to include time for discussion and reflection. The three most common barriers are daily business, conflicting old habits and lack of motivation. Results also show that other competencies are also developed, but are not classified as needed (e.g., openness for novelty, and self-reflection). These findings provide insight and guidance for creating training and development programs for sales executives that focus on the competencies that are needed and how these can be developed.
In this article, we examine the concept of humility among chief executive officers (CEOs) and the process through which it is connected to integration in the top management team (TMT) and middle managers' responses. We develop and validate a comprehensive measure of humility using multiple samples and then test a multilevel model of how CEOs' humility links to the processes of top and middle managers. Our methodology involves survey data gathered twice from 328 TMT members and 645 middle managers in 63 private companies in China. We find CEO humility to be positively associated with empowering leadership behaviors, which in turn correlates with TMT integration. TMT integration then positively relates to middle managers' perception of having an empowering organizational climate, which is then associated with their work engagement, affective commitment, and job performance. Findings confirm our hypotheses based on social information processing theory: humble CEOs connect to top and middle managers through collective perceptions of empowerment at both levels. Qualitative data from interviews with 51 CEOs provide additional insight into the meaning of humility among CEOs and differences between those with high and low humility.
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