Empathy is often brushed off as a “nice-to-have” quality in leaders, but it’s actually a crucial skill that can transform teams and entire organizations. It’s not just about being warm and fuzzy; it’s about genuinely understanding and connecting with others in ways that drive meaningful results. When leaders practice empathy, they foster a culture where people feel safe sharing ideas, voicing concerns, and even admitting failures. That kind of environment is fertile ground for innovation, creativity, and high performance.
I recently read an article from Harvard Business Review called “Empathy Is a Core Leadership Skill” by Palena Neal (2025), and it resonated deeply. Neal (2025) emphasized that many leaders mistakenly dismiss empathy as optional or merely “touchy-feely,” yet neglecting empathy can lead to low morale, increased turnover, and a stifling culture where employees are hesitant to speak up. In other words, a lack of empathy paves the way for a disengaged workforce.
A particularly compelling point in the article is the necessity of clearly defining empathy within your team (Neal, 2025). Without a shared understanding, team members are left guessing what empathy should look like, potentially leading to misunderstandings or ineffective practices. By collaboratively identifying empathetic behaviors, such as active listening, validating emotions, and respectfully handling disagreements, leaders can help their teams integrate empathy meaningfully into their daily interactions.
Moreover, empathy requires leaders to focus genuinely on others rather than immediately relating everything back to themselves. Neal (2025) stresses the importance of giving space to others, deeply listening, asking open-ended questions, and refraining from jumping in with personal anecdotes too quickly. Zenger and Folkman (2016) reinforce this, noting that exceptional listeners prioritize making others feel truly heard and valued rather than simply dispensing quick solutions or advice.
A vivid example from my previous workplace illustrates empathy in action. When a coworker was diagnosed with breast cancer, she naturally worried about how to balance her work with the demands of her treatment. Instead of providing empty reassurances or vague promises, our leadership team actively listened and collaboratively developed a practical solution. They arranged for her to work from home throughout her treatment, ensuring she had the necessary resources to remain connected without becoming overwhelmed. They regularly checked in, authentically engaging with her well-being beyond merely checking off logistical requirements. Witnessing this level of empathy was powerful, fostering a deeply supportive environment and inspiring everyone else to offer similar empathy-driven support to one another.
Yet, practicing empathy does not mean sacrificing accountability (Neal, 2025). Neal (2025) emphasizes that empathetic leaders must balance compassion with clear expectations for team and individual goals. This balance involves gathering input, co-creating solutions, and adjusting expectations as necessary, without losing sight of essential organizational objectives.
Another key insight that stood out to me was the potential for burnout when leaders continuously engage empathetically without adequate self-care or boundaries. Gentry (2024) suggests leaders should proactively set boundaries and practice emotional regulation, enabling them to sustainably support their teams without becoming overwhelmed.
Additionally, the language leaders use is crucial. Neal (2025) highlights that common phrases like “At least…” or “I know how you feel…” might inadvertently minimize or dismiss someone’s experiences, even if intended to comfort. Instead, validating feelings and expressing genuine curiosity without judgment helps foster stronger emotional connections.
Empathy’s value also extends well beyond interpersonal warmth; it directly impacts organizational outcomes. McKinsey Talks Talent (2024) identifies empathy as a significant driver of employee retention and overall performance. Likewise, Cuddy, Kohut, and Neffinger (2014) argue that leaders who effectively blend warmth and empathy with competence build deep trust and loyalty among their teams.
Ultimately, empathy is not simply a pleasant leadership trait—it is essential. By explicitly defining empathy within your team, actively listening more than speaking, setting healthy boundaries, and consciously choosing empathetic language, you cultivate a workplace environment where employees genuinely feel seen, heard, and supported. When you witness empathy at work, such as a team rallying around a colleague facing significant health challenges, it becomes clear that empathy truly forms the foundation of successful, thriving teams.
References
Cuddy, A., Kohut, M., & Neffinger, J. (2014, November 2). Connect, Then Lead. Harvard Business Review. https://hbr.org/2013/07/connect-then-lead
Gentry, B. (2024, April 28). The importance of empathy in the workplace. Center for Creative Leadership. https://www.ccl.org/articles/leading-effectively-articles/empathy-in-the-workplace-a-tool-for-effective-leadership/
McKinsey Talks Talent. (2024, February 28). The value of empathy at work | McKinsey. http://Www.mckinsey.com. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/its-cool-to-be-kind-the-value-of-empathy-at-work
Neal, P. (2025, May 30). Empathy Is a Core Leadership Skill. Harvard Business Review. https://hbr.org/tip/2025/05/empathy-is-a-core-leadership-skill
Zenger, J., & Folkman, J. (2016, July 14). What Great Listeners Actually Do. Harvard Business Review. https://hbr.org/2016/07/what-great-listeners-actually-do
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