Fostering an Empathetic Leadership Style and Culture to Reduce Toxicity at Workplaces (Part-2)

Tobi Oluwole once said, "Your manager has more impact on your mental health than your therapist or doctor."? A good boss can genuinely change your life.

Leaders and managers need to understand that loyalty must first be shown to employees before expecting constancy and commitment from them.

Throughout my career, the worst bosses I have had have humiliated me, made me cry in public, and caused overwhelming anxiety and disrupted my sleep.? Fortunately, I also worked with some of the best supervisors who empowered me, increased my confidence, and truly cared about my well-being. They ensured I: (a) received the right exposure and experience, (b) was supported in advancing my career, (c) had advocates when I was not in the room, (d) was compensated fairly, and (e) most importantly, they cared about my life outside of work.

Based on my experiences, I believe that an empathetic leadership style and an empathetic work culture are two important factors to ensure a fair workplace and prevent and reduce the toxicity at workplaces and help the mental and physical well-being of professionals. Let us examine how.

Urgency for leaders to practice empathy: In the business world, buzzwords like innovation, efficiency, and productivity often dominate the conversation. Empathetic leadership, on the other hand, seems to be more of a trendy topic. Unfortunately, when we look at many successful leaders, it is hard to imagine empathy or kindness as part of their regular practice. There is a common stereotype that empathy is too soft or impractical for the workplace. However, this view is easily challenged — decades of research clearly show that empathy is a powerful tool for driving workplace success.

Impact of empathy: When people feel understood and supported, they are more likely to innovate, take creative risks, and experience lower levels of burnout, along with improved mental health and morale. These positive outcomes are a direct result of the behaviours and approach of the organization’s leadership and management. In 2023, the focus was on creating "a year of efficiency." However, it is a mistake to think that efficiency requires emotional detachment or distancing oneself from employees to push them harder. Managers are individuals we expect to demonstrate empathy—so how can we help them cultivate this skill?

How can Managers practice empathy?? The first step is for managers to spend more time connecting with people. This crucial aspect is often overlooked in the pursuit of efficiency, where we neglect what truly enables long-term effectiveness. We may think, "I don’t have time to sit down with my employee and ask about their life. I don’t want work to turn into a therapy session." And that is understandable. But ironically, taking the time to build these connections may be the most efficient use of your time. When people feel connected, they tend to work more effectively.

How to develop empathy in oneself? ?Once we recognize the value of empathy, the next question is, "How do we develop it?" Many assume empathy is a fixed trait, but research shows it is more like a skill that can be cultivated, just like any other. Empathy can be broken down into two key components: emotional empathy and compassion. Emotional empathy involves feeling others’ emotions, while compassion means caring for others without taking on their feelings. For example, emotional empathy can lead to burnout, particularly in healthcare workers, whereas compassion—also known as empathic concern—acts as a protective factor against burnout. Being present for someone without absorbing their pain, while maintaining healthy psychological boundaries, allows for more sustainable care.

Aligning Empathy with values: It is crucial to be mindful of how our empathy aligns with our values. Most of the time, they will match. But in moments where empathy leads us astray, we can take two steps. First, make decisions, especially moral ones, from a logical perspective—asking, "What is the right thing to do here?" Even if the answer does not align with our emotions, we should consider acting on it. Second, broaden our empathy. If we find ourselves caring more for one colleague than another, we can balance that by spending more time with the other.

To summarize, the key aspects of resolving toxicity at workplace lies in creating an atmosphere of trust, open communication, and accountability.

1. Leaders must take the initiative by modelling the behaviors they want to see—practicing empathy, transparency, and fairness in every interaction.

2. It is essential to address conflicts and negative behaviors early on, rather than taking corrective measures later.

3. Encouraging feedback from all levels of the organization can help identify underlying issues and create a sense of shared responsibility for positive change.

4. Investing in professional development and mental health resources ensures that employees feel supported and valued.

By focusing on these core principles, companies can not only dismantle toxic practices but also foster a culture of respect, collaboration, and growth. Ignoring these issues is no longer an option.

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