Supportive leadership is often associated with kindness, flexibility and understanding. But in high-performing finance teams, being a supportive boss is about much more than being approachable.
Today’s finance leaders are expected to deliver results in an environment shaped by economic uncertainty, technological change and increasing regulatory complexity. At the same time, they must help their teams develop new skills, manage workloads and maintain wellbeing.
‘It starts with understanding your team as individuals’
Support, not softness
One common misconception is that supportive bosses lower expectations or shield employees from difficult challenges. In reality, effective leaders often do the opposite.
‘The best leaders I’ve worked with set very high standards but also provide the support needed to help the team reach them,’ says Amon Jiang FCCA, CFO of Ogilvy China. He recalls working early in his career for a manager in the advertising industry who, while demanding, focused on removing obstacles that prevented the team from succeeding. ‘He also removed unnecessary admin and structural barriers, gave the team the right resources, and made sure we had the conditions to deliver.’
Know your people
According to Kevin Kan, a director and coach at Insead in Singapore and founder of Break Out Consulting Asia, supportive leadership starts with understanding individuals rather than managing everyone in the same way.
‘People are more likely to leave managers than organisations,’ he says. ‘That’s why supportive leadership starts with understanding your team as individuals.’
‘Create moments for dialogue as well as direction’
That means taking time to understand team members’ career aspirations, strengths, development needs, motivations and preferred communication styles. ‘What works for one may not work for another,’ Kan says.
This personalised approach has become increasingly important as workplaces become more diverse and flexible. Employees now have different expectations around development, feedback and work-life balance. Leaders who recognise these differences are often better placed to build trust and engagement.
Dialogue and trust
In finance and accountancy, deadlines are tight, accuracy is critical and workloads can fluctuate dramatically throughout the year. It is an environment that can tempt managers to focus solely on task allocation and execution, whereas, Kan says, ‘supportive leaders create moments for dialogue rather than direction alone. They ask questions, encourage clarification and confirm that team members have both the confidence and capability to execute the work successfully.’
Team members who understand expectations and feel comfortable asking questions are less likely to make avoidable mistakes and more likely to take ownership of their work.
Trust sits at the heart of supportive leadership. Without it, employees may hesitate to share concerns, admit mistakes or raise new ideas.
‘Being open about my own role when things don’t go to plan builds trust’
‘Creating an environment where people feel trusted and are given the tools to perform their best work also involves leaders showing honesty and integrity,’ says Marie Porter FCCA, head of finance and ESG reporting at Dublin Port Company in Ireland. ‘If you make mistakes, own them. I’ve found that being open about my own role when things don’t go to plan builds trust and encourages others to do the same.’
This approach helps create psychological safety – an environment where employees feel comfortable speaking up without fear of blame or embarrassment. Numerous studies have linked psychological safety with stronger team performance, innovation and employee engagement.
Invest in development
Kan argues that supportive leadership includes helping employees stay up to date with their skills. ‘Leaders have a responsibility to ensure their teams remain current and capable,’ he says.
However, support goes beyond funding training courses or webinars. ‘It involves coaching, checking for understanding and creating opportunities for team members to apply new knowledge in practice,’ Kan explains.
Opportunities are among the strongest drivers of career satisfaction
For many employees, opportunities to stretch their skills and gain exposure to new experiences are among the strongest drivers of engagement and career satisfaction.
Lead through difficult moments
It is not hard to be supportive when things are going well. The true test comes during periods of pressure, uncertainty or failure.
Jiang believes effective leaders maintain accountability while helping teams navigate challenges constructively. ‘The real test of support is when things go wrong or pressure is high,’ he says. ‘A supportive boss does not remove accountability, but should absorb pressure appropriately, help the team learn, and keep people focused on solving the issue rather than protecting themselves.’
This approach encourages resilience and better decision-making. When employees know mistakes will be treated as learning opportunities rather than occasions for blame, they are more likely to raise issues early and work collaboratively towards solutions.
People need to feel challenged but not overwhelmed
Supportive bosses also provide clarity during uncertain periods. According to Jiang, leaders should ensure teams understand ‘what needs to be achieved, why it matters, and what “good” looks like’.
At the same time, they should protect employees from unnecessary distractions, confusion and internal politics so they can focus on delivering results.
Ultimately, supportive bosses create environments where people feel challenged but not overwhelmed, accountable but not unsupported. As Kan puts it, employees perform best when they know their manager is invested not only in their results but also in their long-term success.
More information
See other articles in AB’s ‘How to’ series: ‘How to be a better colleague’, ‘How to beat the interview avatar’, ‘How to be a better analyst’, ‘How to cope with job ghosting’ and ‘How to make a good decision’
