Prof. Dr. Parin Somani. CEO, London Organisation of Skills Development, Postdoctoral Supervisor at Lincoln University, Amazon Best Author
Emotional well-being has become a major factor affecting workplace performance, superseding talent and technology.
Across industries, leaders are witnessing a quiet and costly reality: Disengagement, burnout and silent attrition are increasing, even among high-performance teams. In my experience, the most effective responses do not pertain to introducing new productivity tools or even incentive schemes; instead, they involve empathy that is operationalized as a leadership skill, practiced mindfully and deliberately.
With decades of experience across education, organizational transformation and leadership development, I have attained a clear perspective and believe that empathy is no longer a soft skill. Rather, I view it as a strategic capability that has a direct impact on decision-making quality, trust, retention and organizational resilience.
The Cost Of Leadership That Lacks Empathy
Over the last few years, work has fundamentally changed, and empathy matters now more than ever. The cognitive load on employees has increased substantially due to economic uncertainty, hybrid models, AI integration and constant disruption. Silence is often mistaken for resilience by leaders, who assume employees are coping when they deliver; however, many are not.
Empathy is the ability to recognize pressure prior to it resulting in underperformance. Leaders practicing consistent empathy usually identify risks earlier, make better decisions pertaining to employees and prevent small issues from escalating into systemic challenges. Empathy doesn’t mean lowering standards; it relates to understanding context so that standards can be sustainable.
Organizations that lack empathetic leadership often experience high-performing employees who are quietly disengaged, teams who comply but do not contribute ideas, increased conflict and decision-making that prioritizes short-term output with a long-term human cost. Emotional friction is created when empathy is absent; this energy is better directed toward innovation as opposed to self-protection.
I have learned within my leadership practice that empathy must be practiced internally prior to being expressed physically. Within my own organization, well-being is a responsibility, as opposed to an initiative. Open dialogue, flexible working rhythms and psychological safety are prioritized. Individual creativity and confidence flourish when people feel trusted and heard. Hence, this approach has reinforced my belief that emotionally healthy teams are more resilient, more aligned and capable of sustained impact.
Empathy is a skill that can be measured, improved and learned, as opposed to the myth that empathy is innate. The most effective leaders do not do rational guesswork; instead, they practice structured empathy. This involves embedding intentional behaviors within leadership routines.
How To Start Leading With Empathy
Practical Step No. 1: Inquire, don’t assume.
It is tempting to ask the question, “Why is this individual underperforming?” Instead, ask yourself, “What could be affecting this individual’s capacity currently?” This mindset shift prevents a misdiagnosis of problems and alters the quality of the conversation.
Within meetings, create a safe space for uncertainty to be expressed by leading through empathy. One approach is commencing with a check-in question such as “What one thing is occupying your mind today?” By asking this simple yet effective question, hidden stresses and concerns are addressed early.
Emotional well-being is not shaped solely by initiatives outsourced to HR; it is shaped by daily leadership behavior consisting of tone, listening habits, availability and responsiveness under pressure. Empathetic leaders recognize that stress is not always visible, silence is not consent and sustainable productivity is rooted in well-being. They create the emotional climate and are responsible for it.
Practical Step No. 2: Model the behavior you wish to see.
Teams follow the example of leadership; therefore, when leaders model clear boundaries, rest and reflection, they feel permission to do the same, which reduces burnout even without formal policies. It is important to separate performance from the person. When leaders affirm the individual while addressing the issue, feedback is most effective. During difficult conversations, this maintains motivation and dignity.
It is commonly feared that empathy weakens accountability; however, empathy and accountability can coexist. Empathetic leaders hold people accountable because they understand their reality. They do not surveil; instead, they work together to set expectations, provide suggestions and conduct supportive follow-ups. Ownership is produced when accountability is rooted in empathy as opposed to compliance.
Decision-making quality is also improved through empathy, despite the common belief that empathy slows down decision-making. Leaders who understand emotional dynamics anticipate resistance before implementing change and communicate decisions with care and clarity. This reduces the delays and additional work that are caused by fear or misalignment. Empathetic leaders explore the impact of decisions, as opposed to how they look on paper.
The New Definition Of Leadership Strength
Empathy matters now more than ever when leading in the age of AI, as automation and AI handle more technical tasks and human skills become a differentiator. Empathy allows leaders to manage fear around technological changes, to support reskilling without shame and within uncertain transitions and to build trust. Your employees do not require leaders with all the solutions within AI-driven environments; instead, they require leaders who stabilize, guide and listen.
Empathy is measured through outcomes such as the number of high-potential employees retained, the speed of adaptation during periods of change, the quality of collaboration across teams and how conflicts are de-escalated. These indicators show how emotional well-being translates into business performance.
Leaders who understand people tend to lead more effectively because they realize that organizations are human systems first. Authority or control will not define the future of leadership; instead, it will be governed by the ability to lead people through challenges with courage, clarity and compassion.
As I’ve seen demonstrated consistently, when empathy is practiced intentionally, emotional well-being automatically becomes a source of strength, as opposed to a liability. Leadership evolves from only managing output to creating sustainable human potential.
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