In times of crises where social isolation is mandated, a new approach to leadership is needed - one that uses heads and hearts: compassionate leadership.
Compassionate leadership is caring and building an organizational culture in which offering assistance in alleviating suffering is not only appropriate but is the norm. But, several myths are associated with leaders being compassionate. These include producing loss of commitment, difficulty in engaging with tough performance management conversations, and consistently ducking challenging situations. Compassionate leadership is therefore, much more than just a feel-good add-on to your tool belt with expertise - it’s a prerequisite among global leaders wishing to direct their people and organizations towards sustained progress and a better future.
Research further highlights the business case for compassionate leadership in times of crisis. A new study led by Charmi Patel and Kiran Kandade surveyed 530 business leaders and managers and their immediate subordinates affected by the outbreak. The seminal work considers how individuals relate to their work, occupations and organisations with specific emphasis on employee health and well-being, leadership, cross-cultural management, social inclusion and innovation. Findings suggest the following:
- Positive behaviors at work: those who experienced compassionate leadership reported increased affective commitment by 40 percent, 35 percent, and more engagement than those who did not. Moreover, this impacted on their positive emotions at work, with 45 percent of respondents feeling more hopeful, in contrast to those who reported low compassionate leadership feeling more scared (35 percent) and distressed (40 percent), thus suggesting that compassion increases engagement.
- Improved well-being: 90 percent of participants felt that leaders who showed compassion improved their work-life balance and increased personal satisfaction. This improved sense of well-being led to a 38 percent decrease in anxiety and a 28 percent reduction of stress, thus suggesting that compassion lowers heart rates and blood pressures while strengthening immune systems.
- Boosts productivity: 70 percent of respondents who experienced compassion from their leaders were more productive than those that did not: this influenced their collaboration style, with over 65 percent of respondents feeling that experiencing compassion helped them connect with their co-workers psychologically, resulting in a stronger bond between them. 55 percent of participants reported an increase in co-worker supportive behaviors when they experienced compassion actively, suggesting that compassion breeds compassion.
Given these quantifiable benefits, how do we encourage leaders to foster compassion in their teams and broader organizations? Research suggests four primary methods. These are:
- Being non-judgmental: Leaders need to actively promote a culture in which people trust each other and know that if they talk about their problems, peers will not judge them, and will listen and try to help- in short by providing psychological safety and fostering a non-judgmental attitude, leaders can try and be alive to other people’s suffering.
- Being Empathetic: Moreover, by encouraging and empowering others to respond to a colleague’s suffering, showing care and concern towards people in the team as well as understanding the value of sharing problems with others, leaders can create a more empathetic ethos that can help bring more solidarity at work during the crisis.
- Tolerating personal distress: Tolerance during this crisis requires a capacity to withstand or retain unpleasant feelings. Hearing or being conscious of someone’s difficulties can overwhelm a caring person, but it should not intimidate the person to the degree that it prevents them from acting. Leaders who feel distressed by the suffering of another person may turn away and may not be able to support or make the right move. Compassionate leaders, therefore, must be resilient in the face of adversity to try and provide objective feedback and accountability to their subordinates along the way.
- Take action: Compassionate leaders, walk the talk. That is, they have a clear and concise action plan in times of crisis, customizing activities depending on personal emotional barriers each team member is contending with, helping them to overcome any defeatist thoughts.