"A good leader understands the importance of emotions in leadership!"
"Compassion is the most important skill for a leader!"
Managers of today's work life are in greater need of psychological skills. Empathy, active listening, and leading emotions are crucial competencies for effective leadership. These qualities foster a humane working culture, where individuals are at the centre, and interaction is open and respectful. There is an undeniable link between such a safe and supportive environment and organisational performance. Thus, adopting a people-centred management approach and empathetic leadership in today's workplace is important.
At the same time, the demand for psychological and emotional skills in managerial roles rises, and many leaders feel unheard and isolated in their work. They often bear the weight of the emotional work alone and must carefully navigate expressing their own emotions. Additionally, when things don't go as planned, management is often the first to be blamed. This leaves them with significant responsibility but relatively little (emotional) support.
Why is it crucial for leaders to express their emotions, and why is mutual compassion vital for organisational success? Furthermore, how should leaders go about dealing with their need for empathy?
Do we assume good when it comes to the leaders?
At the core of constructive interaction lies the assumption of goodness, the belief that the person you are engaging with has good intentions. This principle forms the foundation of people-centred management, where one trusts their employees' capabilities and intention to always strive for their best. It is said that a good leader maintains a positive view of people. But can we also say that a good employee has a positive view of their leader(s)?
In the context of Finnish work-life discussions, management is often seen as a force to be resisted rather than empathised with. The confrontation has been built over the years, driven by understandable reasons. The exploitation by the rulers has had to be fought against, and of course, a lot of unscrupulous leadership still exists that should be criticised.
But when our perception of leadership is negative, and the call for empathy is directed solely at management, it creates a one-way street of understanding.
Mutual understanding creates well-being and efficiency
When employees are able to place themselves, at least to some extent, in the leader's shoes, it:
-fosters better understanding throughout the organisation and
-bridges the gap between management and the rest of the team.
Understanding is created by mutual listening and open dialogue. All this enhances well-being and efficiency across the organisation.
Admittedly, in this scenario, management still has the responsibility to lead with their example, and the expectation for empathy may not be as pronounced from employees towards management as it is the other way around. But can we truly achieve a people-centred working environment if the call for empathy is directed solely at management and not at employees?
Vulnerability fosters inclusivity and autenthicity
Regardless of our titles, we all yearn to feel heard and understood. It is a fundamental human need. Everyone should have the opportunity to express their thoughts and emotions without fearing being disregarded.
There are a couple of reasons why leaders should show emotion at work and why vulnerability is important. Information about leaders' emotions plays a significant role in how employees interact and behave within the community. When managers demonstrate vulnerability and position themselves as recipients of empathy, it can foster a sense of inclusivity and importance among employees.
Breaking the myth of an all-knowing, doubtless leader is essential in creating a psychologically sustainable work environment for both leaders and employees. By acknowledging and accepting vulnerability, organisations cultivate an atmosphere of authenticity and trust, promoting better mental and emotional well-being throughout the workforce.
Professional support helps managers lead in a more humane manner
Undoubtedly, there are situations where a leader must limit what they share with employees for the organisation's good. And even while striving for mutual understanding through vulnerability, in the end, leader's role is to be there for the team and not the other way around. This creates an understandable imbalance in giving and receiving empathy.
Those who frequently lend an ear and empathise with others also need a sympathetic listener. The less reciprocity in listening, the greater the need for external support. This principle is why professional counsellors, therapists and coaches provide regular professional guidance. There must be an outlet for those who empathise with others, as they also need it. In these situations, sharing feelings with an external counterpart can serve as a valuable outlet to express unfiltered thoughts and receive support freely.
Leaning towards a peer network or board of directors is a good way of getting yourself emotional support. However, more and more leaders are turning to professionals when they need a safe space to express their feelings and thoughts.
Having a neutral thinking partner makes it easier to open up, and there is no need to fear losing face due to their role or other vested interests. This unpressured listening is crucial for maintaining emotional well-being.
If we desire managers to carry out their responsibilities in a humane manner, we must ensure they have a regular platform to vent their own emotions.
Final Thoughts
The workplace now places higher demands on managers' psychological skills, such as empathy and emotion management. However, only some managers feel truly understood when dealing with their own emotions.
Building mutual understanding between management and employees is vital, even if complete reciprocity is not always feasible. By being vulnerable with their employees, leaders can empower them to take responsibility for the emotional climate of the organisation. Providing external psychological support to management is also important in supporting leaders' own emotional well-being. Ultimately, creating a humane and effective working culture requires that each individual feels heard and understood – regardless of their position.
Read also:
Leader, silence your ego to make better decisions – and become a better leader
Team culture: To influence group's behaviour, start with its unwritten rules
