In lean times, many organisations aim to cut costs and boost productivity. With such goals in mind, is empathy among leaders actually incompatible with making tough decisions and driving results?
First of all, empathy is not a single skill but a collection of related abilities. One skill known as cognitive empathy involves working out what other people may be thinking, as measured by agreement with questionnaire statements like ‘I am good at working out other people’s goals and objectives’. This skill – also known as perspective-taking – is closely linked to negotiating successfully in adversarial discussions and securing a larger share of the benefits.
Taking empathetic action does not mean lowering standards
Emotional empathy, our tendency to feel how others feel, is often assessed through statements like ‘I can’t help feeling sad when others feel down’. This type of empathy allows individuals not just to comprehend intellectually others’ emotions but to feel excited, angry or unhappy in response.
Empathy unpacked
Cognitive empathy is sometimes described as seeing someone’s side, emotional empathy as feeling someone’s pain (or joy). Studies indicate that the two types of empathy are only somewhat correlated. An example of this is in psychopaths, who can have high cognitive empathy but little emotional empathy: they can be exceptional at working out people’s ambitions and priorities but feel no sadness or remorse when exploiting others for personal advantage.
Researchers led by Fabiano Miguel at the State University of Londrina in Brazil have identified a third skill: empathetic action. Consider the difference between merely feeling badly for a colleague who was made redundant (but doing nothing) versus offering consolation, covering part of their work so they feel less overwhelmed and offering advice on next steps.
Consider not just your body language and tone of voice but also your choice of words
When I run workshops to develop leaders’ empathy, I sometimes get asked whether empathy contradicts with the performance management of habitually underachieving employees. I respond that taking empathetic action does not mean lowering standards. It is right to have high expectations and hold people accountable when they repeatedly make mistakes or fail to deliver. However, it is possible to deliver honest feedback while affirming that you want someone to succeed – and to do so in a calm manner with a kind tone of voice rather than appearing irritated or threatening.
Good for performance
Data supports the more empathetic approach. In a notable study, German researchers Annika Meinecke and Simone Kauffeld recorded and analysed 48 actual performance appraisals. They discovered that employees’ intentions to change after the meetings were statistically related to their supervisors’ empathy. In other words, supervisors who came across as strict or uncompromising reduced their employees’ willingness to change.
Adopting a forceful stance could result in employees rejecting change out of sheer defiance; tough talk may be perceived as threatening, triggering the fight part of the fight-or-flight response.
The more empathetic supervisors tended to use fewer second-person pronouns (for example, ‘You need to correct this problem’) and more first-person plural pronouns (for example, ‘We need to correct this problem’). So, consider not just your body language and tone of voice but also your choice of words. Saying, ‘A mistake happened but we can sort it together’ may ultimately achieve better results than ‘You made a mistake and you need to sort it out’.
Better outcomes
Another investigation led by Ned Kock at Texas A&M International University examined leader behaviour and employee performance in a private sector transport company. The study found that leaders rated as more empathetic by their employees achieved better employee outcomes – specifically higher job satisfaction and improved rates of innovation.
In these studies, leaders were evaluated anonymously by their subordinates. Many leaders misunderstand their level of empathy, typically overestimating how empathetic they appear. A minority of leaders significantly underestimate their empathy, often thinking themselves average when they are actually exceptional. In practical terms, then, be sure to seek accurate, anonymous feedback on how much (or little) empathy you are judged to possess.
Understanding others’ thoughts or feeling their feelings is only part of the equation
Empathy is not without downsides, though. For example, studies conducted at the University of Neuchâtel have found that high levels of emotional empathy may be linked to increased fatigue in the workplace.
Also, consider that understanding others’ thoughts or feeling their feelings is only part of the equation. When you recognise that someone is distressed, remember to take empathetic action through your words and deeds to help them.
In summary, evidence suggests that empathy in leaders may boost rather than erode employee performance. Make a concerted effort to improve this vital skill and you may achieve better results for your organisation, too.
More information
Watch Dr Rob Yeung’s video on mental wellbeing and compassion.
ACCA’s annual virtual conference, Accounting for the Future, features sessions to help you thrive in your career, including a session with Dr Rob Yeung on Skills for thinking critically about creativity.
