by Jakub GrzadzielskiLeadership Under Pressure: What Teams Really Need in Times of Uncertainty
The Pressure of Uncertainty on Teams
In my 20 years of international management and leadership coaching, I’ve learned that uncertain times truly test a leader’s mettle. When strategies suddenly shift, but high expectations remain, teams often feel anxious and unmoored. People worry about job security, changing roles, or whether leadership has a real plan. Left unaddressed, this background anxiety can erode focus, motivation, and trust. I’ve seen it happen: creativity flattens, mistakes increase, and top talent starts to disengage. What do teams need most from their leaders in these moments? Not more pressure or corporate spin, but genuine support and steady guidance. Effective leadership in uncertainty is not just about decisions and strategy – it’s about being an emotional anchor for your people. When the ground is shifting, teams instinctively look to their leader for cues, and trust is either reinforced or quietly eroded by what they see. My own experience echoes this: if I stayed grounded and honest through a crisis, my teams remained far more focused and resilient than when I let stress seep into my tone.
Leading with Empathy and Trust (The Human Side of Leadership Psychology)
The psychology of leadership under pressure boils down to a simple truth: leaders must respond to uncertainty as a human challenge, not just a tactical one. Research and experience alike show that it requires empathy, clarity, and the ability to build trust even when no one can guarantee certainty. In practice, this means being open and authentic about the situation. Paradoxically, vulnerability and honesty from a leader can strengthen trust. Admitting “I don’t have all the answers right now” isn’t a sign of weakness – it invites the team to trust you more, because they see you’re grounded in reality and not pretending. In fact, employees handle the truth far better than they handle mixed messages or false optimism.
From a coaching perspective, I often remind leaders that empathy is not optional in tough times – it’s essential. Your team members are human beings with fears and hopes; acknowledging their concerns goes a long way. For example, during a sudden market downturn in my Asia-Pacific division years ago, I made a point of personally checking in with team members. I listened to their worries and validated their feelings before jumping into action plans. That openness and care helped maintain our cohesion. Leadership psychology concepts like psychological safety underscore this: when people feel free to ask questions, express concerns, or even admit mistakes without fear, they feel safe – and a safe team is an engaged team. Especially in turbulent times, creating that safety by responding with patience, encouraging questions, and treating emotions as legitimate is critical. When team members feel their leader is honest, attentive, and consistent under pressure, they actually become more motivated and willing to speak up with solutions. In short, trust and empathy fuel the group’s emotional resilience.
Communicate with Clarity and Honesty
One thing I tell every leader I coach is this: when business challenges mount, your team doesn’t need spin – they need clarity. In uncertain periods, clear and frequent communication is a lifeline. Don’t wait until you have all the information or a perfect plan; share what you know, as soon as you can, with transparency about what is still unknown. Silence or sugar-coating will only breed rumor and fear – as one leadership insight wisely notes, when leaders go quiet, people don’t relax; they fill the void with worst-case assumptions. I learned this early in my career during a merger integration: I initially hesitated to communicate until I had concrete answers to every question. That void quickly filled with gossip and anxiety. I soon pivoted to communicating early, often, and honestly – even if the update was as simple as “Here’s what we know, here’s what we’re doing, and here’s what we don’t know yet.” This kind of openness gives people a sense of direction and agency despite the chaos. It also reinforces that crucial message: we’re in this together.
Clarity in communication also means consistency. Be transparent and factual – acknowledge the challenges without catastrophizing, and highlight any progress or positives (“yes, things are messy and we’re doing good work in areas that matter”). Encourage two-way communication: make space for real questions and concerns, rather than shutting them down. In one coaching case, a department head was facing pushback after a sudden strategy change. We worked on holding a forum for his team to vent and ask tough questions. He practiced active listening and resisted the urge to defensively sugar-coat the situation. The result? Many team members later told him that just being heard and getting straight answers – even “I don’t know yet” answers – made them feel more confident in leadership. Transparency, steady messaging, and open dialogue build trust faster than any slick presentation could. As the Harvard Business Review put it, stick to the facts and avoid speculation; consistency in message and frequent check-ins keep everyone aligned on what can be controlled.
Modeling Resilience and Calm
Emotional resilience is contagious. In turbulent times, a leader’s demeanor sets the tone for the team’s mindset. I’ve found that if I remain calm and solution-focused under pressure, my team catches that mindset; if I panic or appear defeated, they magnify that too. Psychology research calls this “emotional contagion,” and it’s very real in the workplace. That’s why modeling resilience is one of a leader’s most powerful tools. Practically, this means maintaining a steady presence: show up each day with calm and clarity, even when you’re under immense strain. Of course, leaders are human – I’m not always calm on the inside – but it’s crucial to regulate your own stress responses so you can project stability for your team. In tough moments, consistency builds trust and helps your team focus on what they can control. I recall a product launch crisis in which everything went wrong at once. I deliberately took a deep breath, gathered my team, and spoke in a measured tone about the immediate next steps. By concentrating on actionable items (the things we could control) and keeping my voice steady, I helped the group channel their anxiety into problem-solving. One of my engineers told me later that my composed attitude “kept him from losing it” when servers went down.
Leading by example under pressure also means demonstrating adaptability. When circumstances change, acknowledge it and adjust course openly – this shows resilience in action. During the pandemic period, for instance, I had to scrap a carefully planned strategy for a client project. I convened the team and candidly said, “Our original plan isn’t going to work under these new conditions. Here’s what we’re learning and how we might pivot – and I want your input.” By doing this, I signaled that adapting was not a failure but a necessity, and that we were all learners in uncharted territory. My willingness to change course helped the team stay engaged and innovative. It also reinforced a valuable lesson: we can’t always control the wind, but we can adjust our sails. Leaders who stay flexible and positive in the face of setbacks nurture a culture of resilience. Your team sees that it’s okay to adapt and that mistakes or detours won’t break your resolve. Over time, this builds a confident, can-do spirit: people trust that, together with their leader, they can navigate whatever comes next.
Maintaining Trust Under Pressure
Trust is the currency of leadership – and it’s never more precious than in times of uncertainty. In my coaching sessions, I often ask leaders, “How are you actively maintaining your team’s trust right now?” When everything is in flux, trust can falter quickly if people sense inconsistency or insincerity. To maintain trust, be the same principled leader in stormy weather that you are in calm seas. This means aligning your words and actions steadfastly. If you promise to update your team every Friday, then do it without fail. If you profess to value your people, show it through your decisions (for example, avoid knee-jerk cuts or blame games that contradict that value). As one leadership expert noted, teams thrive when they trust that their leader’s values won’t disappear under stress. Authenticity and integrity are felt more than heard – even small gaps between what you say and what you do can shake a team’s sense of safety.
Another key trust-builder is availability. In high-pressure stretches, I make sure to “walk the floor” (or hop on quick video calls in today’s remote world) more than usual. A leader’s presence – being visible, approachable, and listening – is often more reassuring to a team than the most polished all-hands meeting. I learned this while leading a sales team through a major organizational restructuring: my calendar was overflowing, but I carved out time each day to check in informally with a couple of team members. That consistency and accessibility spoke volumes. Employees take comfort in leaders who remain predictable in their behavior, even when the environment is unpredictable. By being steady, honest, and caring in every interaction, you signal that your team can count on you no matter what. And if trust does get strained – maybe you had to enforce a tough policy, or you dropped the ball on a promise – don’t ignore it. Address it directly: own any mistakes, apologize if needed, and show how you’ll make it right. In my experience, a recovered trust (through accountability and follow-through) often emerges stronger. When people see you take responsibility and not hide from missteps, it deepens their respect. Maintaining trust under pressure ultimately comes down to this: say what you mean, do what you say, and show you care.
Real-World Insights: Lessons from the Field
Over two decades, I’ve navigated plenty of uncertainty myself and alongside other leaders. A few stories stand out that taught me what truly engages teams under pressure. One was during a global supply chain crisis when I was an operations manager. Our strategy had to change almost overnight, and my team was scrambling. I convened an emergency meeting and, rather than barking orders, acknowledged the stress everyone was under. I said, “I know this is a lot to take in, and some of you are worried. I am too. But here’s what we do know and here’s our plan for the next 48 hours.” To my surprise, hands went up with suggestions and even offers to work over the weekend – the team rallied. Later, a veteran team member told me that my candid empathy and clarity at that moment made him “want to go the extra mile.” The lesson: people don’t expect their leader to have a magic wand, but they need to feel understood and informed. By combining honesty about challenges with a clear short-term plan, I had given the team both emotional validation and a sense of control.
Another lesson comes from a client I coached last year, a senior technology leader who was facing a painful strategic pivot. He worried that telling his team the full truth about the company’s troubles would demotivate them. In coaching, we explored the alternative: involving the team in shaping the new strategy. He took a leap of faith and held a frank town hall: he explained why the strategy had to change, admitted it was okay to feel disappointed, and then invited ideas on how to succeed in the new direction. The result was remarkable – not only did his team come up with creative solutions, but their trust in him grew. One engineer told him, “Thanks for treating us like adults. We’re behind you.” This confirmed something I see repeatedly: when you trust your team with the truth and give them a voice, they repay you with commitment. That team ended up hitting the revised targets because they were truly engaged in the mission, despite the upheaval.
These experiences reinforce that, in uncertainty, how you lead is often more important than the latest plan. The leaders who succeed aren’t necessarily the ones with the fanciest strategy; they’re the ones who communicate, care, and keep their team’s trust bank full.
Three Practical Tips for Navigating Uncertainty
In closing, here are three practical, experience-tested tips I give to leaders who are steering their teams through uncertain times:
- Communicate Early, Often, and Honestly: Don’t wait for perfect information – share updates frequently, even if they’re partial. Be transparent about challenges and clear about what’s being done. Consistent communication prevents rumor mills and shows your team that you respect them enough to keep them in the loop. Remember, silence and spin erode trust; clarity and honesty build it.
- Show Up with Empathy and Support: Recognize the human side of upheaval. Encourage your team to voice concerns and ask questions, and truly listen when they do. Small gestures – like checking in on how people are coping, or acknowledging the extra effort they’re putting in – have an outsized impact on morale. Make it clear that it’s okay to feel uncertain. By fostering psychological safety and showing you care, you keep people engaged and willing to give their best, rather than mentally checking out.
- Model Calm and Flexibility: Your team takes cues from you, so strive to be the calm, steady presence they need. Manage your reactions and focus on solutions, not panic. At the same time, demonstrate adaptability – if plans must change, show that you can change with them and still move forward. When you remain grounded, honest, and consistent, even in high-pressure moments, your team feels safer and more confident. They’ll be more likely to stay motivated and pull together because they trust that you won’t abandon your values or your people when the going gets tough.
Leading under pressure is never easy. But by communicating with clarity, leading with empathy, and steadfastly building trust, you give your team the anchors they truly need in times of uncertainty. In my journey, these approaches have consistently turned chaotic pivots into moments of shared purpose. And when your team feels supported and engaged, there’s no uncertainty you can’t face together.
About the author
Jakub Grzadzielski is a Leadership & Executive Coach and Organizational Development Consultant. ICF Professional Certified Coach (PCC). Marshall Goldsmith Certified Executive Coach.
For over two decades, he has worked with senior leaders and executive teams across industries – helping them unlock clarity, inspire alignment, and lead with purpose. His coaching focuses on leadership effectiveness, culture transformation, and strategic communication, combining evidence-based frameworks with a deeply human approach. Co-author of “Compliance Cop to Culture Coach” (2023).
Website: jakubgrzadzielski.com
by Jakub GrzadzielskiWhat Separates Great Leaders from Ordinary Ones
Most people can learn the mechanics of leadership. Fewer choose to live its deeper demands.
At first glance, great leaders and ordinary leaders often look similar. They hold comparable titles, attend the same meetings, speak the same language of strategy and results. Yet over time, their impact diverges sharply. Teams under great leaders tend to grow, take ownership, and outperform expectations. Teams under ordinary leaders may function, deliver, and comply – but rarely transform.
The difference is not talent, intelligence, or ambition. It lies in a set of choices that great leaders make consistently, often quietly, and often at personal cost.
The relationship with power
Ordinary leaders tend to use power.
Great leaders tend to carry responsibility.
Power is seductive. Titles grant authority, access, and visibility. An ordinary leader may lean on that authority to get things done – issuing decisions, expecting compliance, and equating alignment with agreement. This works, especially in the short term.
Great leaders relate to power differently. They see authority not as a right, but as a burden. Decisions are made with an awareness of second- and third-order consequences. Influence is earned repeatedly, not assumed. They ask not “Can I decide?” but “Should I?” and “Who will live with the outcome of this choice?”
As a result, people follow ordinary leaders because they have to. They follow great leaders because they choose to.
The way they listen
Ordinary leaders listen to respond.
Great leaders listen to understand.
Listening is often cited as a leadership skill, yet it is rarely practiced deeply. Ordinary leaders gather information quickly so they can move on to solutions. They interrupt, redirect, or prematurely reassure. The conversation feels efficient – but shallow.
Great leaders create space. They tolerate silence. They ask questions that slow the conversation down rather than speed it up. They listen not only to words, but to hesitations, emotions, and what remains unsaid. This kind of listening takes time and patience, and it can feel uncomfortable.
The payoff is trust. People tell great leaders the truth earlier – including bad news – because they feel heard rather than judged.
Their relationship with certainty
Ordinary leaders project confidence.
Great leaders balance confidence with humility.
Many leaders believe they must always appear certain. Ordinary leaders often feel pressure to have answers, to speak first, and to maintain an image of control. Admitting doubt may feel risky.
Great leaders understand that false certainty is more dangerous than honest uncertainty. They are willing to say “I don’t know yet,” “I was wrong,” or “We need more perspectives.” This does not weaken their authority – it strengthens it.
By modelling learning rather than perfection, they create cultures where people experiment, speak up, and take ownership of their mistakes instead of hiding them.
How do they treat people under pressure
Ordinary leaders manage performance.
Great leaders develop people.
When pressure rises — deadlines tighten, numbers fall, crises emerge — the differences become visible. Ordinary leaders narrow their focus to output. Conversations become transactional. People are valued primarily for what they deliver.
Great leaders do not abandon performance expectations; they broaden the lens. They ask what the pressure is doing to the people, not just the results. They know that how results are achieved matters because it shapes the culture long after the crisis has passed.
They invest in people even when it is inconvenient – through feedback, coaching, and difficult conversations – because they think beyond the next quarter.
Their approach to self-awareness
Ordinary leaders work on others.
Great leaders work on themselves.
Leadership magnifies who you already are. Stress amplifies blind spots, habits, and unresolved patterns. Ordinary leaders often externalize problems: the team is resistant, the organization is slow, the market is unfair.
Great leaders turn the lens inward. They ask uncomfortable questions about their own reactions, triggers, and assumptions. They seek feedback not as validation, but as data. This level of self-awareness is demanding and sometimes painful, which is why many avoid it.
Yet it is precisely this inner work that allows great leaders to remain consistent, fair, and grounded over time.
The legacy they care about
Ordinary leaders focus on success.
Great leaders think in terms of impact.
Success is measurable: promotions, bonuses, recognition. Impact is subtler. It shows up in how people speak about their leader years later, in the leaders who emerge from their teams, and in the cultures that persist after they leave.
Great leaders are aware that leadership is temporary, but its effects are not. They act with a long-term horizon, even when short-term incentives push in the opposite direction. They care not only about what they achieve, but about who people become while achieving it.
A choice, not a trait
Great leadership is not a personality type or a permanent state. It is a series of choices, made daily, often without applause. Choices to listen longer, to share power, to stay curious, to do inner work, and to act with integrity when no one is watching.
Not everyone wants this path – and that is okay. It is more demanding, more exposing, and often lonelier. But for those who choose it consciously, leadership becomes more than a role. It becomes a way of being.
And that, ultimately, is what separates great leaders from ordinary ones.
by Jakub GrzadzielskiChoosing Between the Road of a Manager and the Road of a Leader
Professionals often reach a crossroads in their careers. One path leads toward management – operational control, structure, and measurable outputs. The other leads toward leadership – vision, influence, and cultural change. Both roads are valid and needed, yet they involve very different daily realities. This article compares the manager and leader paths as personal choices, highlighting their consequences for the individual, those who report to them, and the wider organization. The tone is conversational: there is no judgment here, just reflection. Ultimately, being an authentic leader requires a lifelong commitment to self-awareness and consistency, and it is not the only way to have impact.
What’s the difference?
Leadership is about creating positive, non-incremental change: leaders shape a vision, empower people to make it happen, and build momentum for that change. Management, on the other hand, is about getting a group of people – even if they are confused or unmotivated – to accomplish a common purpose on a recurring basis. Management focuses on implementing processes such as budgeting, staffing, and structuring, whereas leadership focuses on determining the goals and driving change. The contrasts are often summarized as “the manager administers; the leader innovates,” with managers maintaining systems while leaders develop people and focus on people rather than structures.
Another perspective reinforces these distinctions. Leaders advocate change and new approaches, seeing the forest rather than the individual trees, while managers focus on stability and maintaining the status quo. Leaders are concerned with understanding people’s beliefs and gaining their commitment, whereas managers focus on how tasks get accomplished and exercise authority to ensure they are completed. In short, both roles contribute to organizational success, but in different ways.
The road of the manager
Why choose it?
Many professionals take pride in being effective managers. A good manager creates order out of chaos. They plan budgets, allocate resources, and hire the right people to deliver on time and within budget. This path offers several benefits:
Operational excellence. Managers break down big goals into actionable tasks, organize the work, and ensure it is completed. Their attention to detail keeps processes running smoothly and ensures compliance with regulations and policies.
Clear expectations. Subordinates know what is expected. Reporting lines are well defined, and performance metrics are often objective.
Immediate impact. Managers see tangible results. When a project ships on schedule or a department hits its quarterly targets, it reflects their planning and execution.
Steady career progression. Because management is a formal title, there is often a clearer ladder to climb. Titles carry authority and can lead to higher compensation.
For employees reporting to competent managers, the environment may be predictable and structured. They get regular feedback, know the metrics they are measured against, and feel secure.
Hidden costs of management
However, managing is not easy. Managers often have to make painful decisions, such as firing people. Letting someone go can be emotionally taxing, especially when financial constraints or restructuring force the decision. Managers also have to hire people, sift through applicants, and risk making a costly bad hire. When things go wrong, the blame lands squarely on the manager’s shoulders; the buck stops with them.
Beyond these decisions, the workday often extends beyond business hours. Managers are always “on,” thinking about what needs to happen next and fielding after-hours emergencies. They must navigate bureaucracy, from regulatory compliance to internal budget approvals. Employees demand their attention for issues ranging from mental health to professional development. All of this can lead to stress, frustration, and a strain on personal relationships.
Managers also risk falling into micromanagement. Micromanaging stifles creativity, dampens motivation, and reduces productivity. It undermines employees’ autonomy and can lead to increased turnover. Many employees say they would leave their jobs because of poor management. From an organizational perspective, high turnover and disengaged workers are costly. Thus, choosing the manager road requires developing not only organizational skills but also the ability to trust and empower others.
The road of the leader
Why choose it?
Choosing to be a leader is a commitment to influencing rather than controlling. Leaders craft a compelling vision, communicate it, and align people around it. They discover and communicate the “why” behind their organization’s work. Leadership creates or transforms the systems that managers manage, adapting them to external changes and raising standards.
The impact on people can be profound. Leaders inspire and motivate, giving team members a sense of purpose. Employees who feel a strong sense of purpose are often more satisfied and more productive. Organizations led by purpose-driven leaders often experience lower absenteeism and turnover. Trust and psychological safety flourish because leaders focus on people and foster open communication. Importantly, leadership is not tied to a title; an employee at any level can exhibit leadership through influence and passion.
For individuals, the leader’s role offers the satisfaction of driving change and watching ideas become reality. The role is dynamic and future-oriented. You inspire followers rather than manage subordinates. You may find meaning in mentoring others and creating a culture that outlasts you.
Hidden costs of leadership
Leadership also has its dark side. Successful leaders face heightened stress and pressure due to their increased responsibilities; every decision carries significant consequences, leading to mental fatigue and anxiety. Leaders often feel isolated and lonely because they have fewer peers and must maintain professional distance to avoid bias.
Power dynamics can also be tricky. Newly appointed leaders may find that former peers treat them differently, requiring them to build trust from scratch. There is a paradox of infallibility: society expects leaders to be strong and decisive, yet authentic leadership also requires vulnerability. Balancing confidence with openness can be emotionally draining.
Work-life balance becomes more challenging as leaders dedicate more time to their roles. High expectations and accountability can lead to stress and anxiety, and the relentless pace can cause burnout. Leaders need self-care and boundaries, yet the very culture they create might celebrate relentless hard work. Those who report to leaders may sometimes struggle with the ambiguity inherent in change initiatives, especially if vision isn’t matched by clear execution.
Implications for the people you lead
People reporting to managers experience structure and clarity. They know who makes decisions and what the rules are. This can be reassuring, especially in regulated industries or high-risk environments. The downside is that employees may feel reduced to cogs in a machine if managers over-emphasize control or treat them as numbers. They may lose creativity and motivation when micro-managed.
People reporting to leaders often feel inspired and valued because leaders ask “why” and share a sense of purpose. They have more autonomy and are encouraged to innovate. However, a visionary leader who neglects the details can leave team members confused about how to achieve the vision. Rapid change may create uncertainty, and not everyone thrives in fluid environments. Followers may also project unrealistic expectations onto leaders, contributing to the leaders’ isolation.
Implications for organizations
Both roads are necessary. Managers translate vision into daily actions. Without them, the best strategies would remain dreams. Leaders, meanwhile, ensure that the organization adapts to a changing environment and that employees understand why they do their work. Effective organizations develop people who can operate at the intersection of these roles – individuals who can manage processes while inspiring people.
An imbalance can be costly. Too much management leads to bureaucracy, low creativity, and high turnover. Too much leadership without management can result in grand visions with no execution. That is why many organizations invest in developing managers’ leadership skills. Strong leadership skills improve a manager’s effectiveness and ability to influence decision-making. At the same time, leaders must develop emotional intelligence and self-care strategies to avoid burnout.
A lifelong choice
Choosing the manager or leader road is a personal decision. Some people are naturally drawn to structure and process; others are passionate about vision and people. Many do both at different points in their careers. What matters is that you make a conscious choice and understand the consequences for yourself, your team, and your organization.
Being a manager offers control and clarity but comes with stress, long hours, and the burden of responsibility. Being a leader offers inspiration and purpose but brings pressure, isolation, and the risk of burnout. There is no universal “right” path. What is right is to be authentic – to choose a path that aligns with your values and strengths and to practice it with integrity. If you choose the path of leadership, remember it is a lifelong journey that requires continuous growth and self-reflection. If you choose management, remember that your effectiveness depends on your ability to trust and empower others. In either case, your legacy will be shaped by how you treat the people who work with you.
About the author
Jakub Grzadzielski is a Leadership & Executive Coach and Organizational Development Consultant. ICF Professional Certified Coach (PCC). Marshall Goldsmith Certified Executive Coach.
For over two decades, he has worked with senior leaders and executive teams across industries – helping them unlock clarity, inspire alignment, and lead with purpose. His coaching focuses on leadership effectiveness, culture transformation, and strategic communication, combining evidence-based frameworks with a deeply human approach. Co-author of “Compliance Cop to Culture Coach” (2023).
Website: jakubgrzadzielski.com
by Jakub GrzadzielskiAuthentic Leadership: The Courage to Be Yourself Builds Trust
During our leadership journeys, many of us strive to embody the ideal boss. That was true for me: I always wanted to know the answer, be calm, confident, and professional. The result? A distance between me and my team, and the exhaustion of pretending. Over time, I realised that leadership is not just about what you do; it is about who you are. Real strength doesn’t lie in perfection, but in authenticity. When I stopped playing a role and started showing up as myself – consistent with my values and honest – relationships deepened, trust grew, and my team’s engagement increased.
by Jakub GrzadzielskiEmpathy Isn’t Soft. It’s a Leadership Multiplier
Most leaders will say they value empathy. But here’s the real question: Do their people feel it?
Because in today’s environment – shaped by constant change, hybrid work, and rising emotional demands – empathy is no longer a “nice-to-have.” It’s a strategic differentiator.
And for senior leaders, the stakes couldn’t be higher. When people feel seen, heard, and understood, they don’t just comply – they commit.
“Empathy is a muscle,” says Satya Nadella, CEO of Microsoft. “The more you use it, the stronger it gets.”
Why Empathy Matters More Than Ever
The data on empathy in leadership is overwhelming.
🔹 Gallup’s global studies show that only 1 in 3 employees strongly agree that they feel connected to their organization’s mission. Yet when they do, those teams see up to 21% higher profitability, 59% lower turnover, and 41% fewer quality defects.
🔹 Deloitte’s Human Capital Trends report found that organizations driven by purpose and empathy are 3x more likely to retain top talent and 2x more likely to outperform peers in innovation and customer loyalty.
🔹 Harvard Business Review (HBR) reports that leaders rated high in empathy and inclusion are twice as likely to be ranked as top performers by their own bosses.
In short – empathy pays off. It drives engagement, performance, and retention. But beyond the numbers, empathy creates the human foundation that makes everything else work: trust, collaboration, and resilience.
1️⃣ Understanding Emotions in Leadership
Empathy starts with awareness. Daniel Goleman – the psychologist who popularized emotional intelligence (EQ) – found that 90% of top-performing leaders score high in emotional intelligence. And empathy is one of its core components.
Emotionally attuned leaders notice what’s not being said. They sense when energy drops, when tension rises, or when someone withdraws – and they respond with curiosity rather than criticism.
For example, during the 2020 crisis, Microsoft’s leadership team deliberately shifted focus from performance monitoring to emotional check-ins. Managers were trained to ask, “How are you doing?” before asking, “What are you doing?” The result? Record engagement and innovation scores – even during global disruption.
Being empathetic doesn’t mean lowering standards or avoiding tough conversations. It means delivering truth with care and decisions with context. It means understanding how emotion influences behavior – and leading accordingly.
The Center for Creative Leadership (CCL) tracked 6,700 leaders across 38 countries and found that empathy was the strongest predictor of overall leadership effectiveness. In other words: you can’t truly lead what you don’t emotionally understand.
2️⃣ Practicing Active Empathy
Understanding emotion is one thing. Acting on it is where leadership impact multiplies.
Active empathy means showing – not just feeling – that you care.
It’s about moving from awareness to intentional action through small, consistent behaviors:
✅ Check in, don’t check up. “Did you finish that report?” measures compliance. “How are you managing your workload this week?” measures care. The latter opens the door to honest dialogue – and often reveals barriers you can actually remove.
✅ Name what you notice. If someone seems off, say: “You’ve been quieter than usual – everything okay?” It signals presence and attentiveness – the building blocks of trust.
✅ Ask with curiosity. “What would help you feel more supported right now?” That question turns empathy from emotion into collaboration.
Research from EY’s Empathy in Business Study (2022) found that 86% of employees believe empathetic leadership boosts morale and 87% say it increases job satisfaction. Yet only 48% feel empathy is shown consistently. That’s the gap – and the opportunity.
Active empathy also means flexing your leadership style. Some team members thrive on frequent check-ins; others crave autonomy. Empathy allows you to adapt your approach – not to be “nicer,” but to be more effective.
One manager I coached noticed a top performer suddenly struggling. Instead of assuming laziness or distraction, she invited him for coffee and simply asked, “How are things – really?” He opened up about a family crisis. A few temporary workload adjustments later, he rebounded – and his engagement, loyalty, and output all improved. Empathy didn’t cost her authority. It earned her trust.
3️⃣ How Empathy Builds Trust
Trust isn’t created in big moments – it’s built in small, consistent ones.
And empathy is its primary fuel.
Amy Edmondson of Harvard Business School, who coined the term psychological safety, found that teams who feel safe to speak up are 76% more engaged, 50% more productive, and 50% less likely to leave.
What drives that safety? Leaders who respond with empathy instead of defensiveness.
Imagine this: An employee misses a deadline. You could start with frustration – or with curiosity. “I noticed we’re behind on this. What’s happening?”
That moment determines whether trust deepens or erodes.
When people believe you’ll listen first and judge later, they tell the truth faster. They ask for help sooner. They recover from mistakes more quickly.
And consistency matters. One empathetic conversation won’t build trust – but a pattern of empathy does. Leaders who make care a habit – remembering small details, offering help before it’s requested, recognizing emotion in real time – create an unspoken message:
“You can rely on me.”
This is why Gallup’s data shows that managers who check in weekly (with genuine interest) double employee engagement scores compared to those who don’t. Trust and empathy are not abstract values – they are measurable drivers of performance.
4️⃣ Creating Emotional Safety
Empathy’s ultimate expression is psychological #safety – the feeling that it’s safe to speak up, disagree, or make mistakes without fear of humiliation or punishment.
Google‘s Project Aristotle – their landmark study of over 180 teams – found that psychological safety was the single biggest predictor of team effectiveness, ahead of technical skill or seniority.
Why? Because when people feel safe, they share ideas, challenge assumptions, and take intelligent risks. Without that, innovation dies quietly.
So, how do leaders create emotional safety in practice?
🔹 Model openness. Start meetings by sharing something real – a challenge, a mistake, or a learning moment. Vulnerability from the top sets the tone for honesty below.
🔹 Invite dissent. Say, “Who sees this differently?” and really listen. Amy Edmondson’s research shows that when leaders explicitly invite opposing views, teams are 40% more likely to surface critical insights early.
🔹 Respond with gratitude, not judgment. When someone raises a concern, start with, “Thank you for telling me.” That phrase reinforces courage and signals safety.
🔹 Protect your people. When disrespect or exclusion appears, address it immediately. Silence is complicity. Boundaries maintain safety as much as compassion does.
In one coaching engagement, a senior manager realized that despite having an “open-door policy,” nobody actually used it. After reflection, he saw the issue: whenever people spoke up, he interrupted with solutions. He shifted to listening first – pausing before responding – and within weeks, participation skyrocketed. The team’s energy changed because the leader changed his presence.
Emotional safety doesn’t make teams soft. It makes them stronger, faster, and smarter.
The ROI of Empathy for Senior Leaders
For executives, empathy isn’t about being “liked.” It’s about unlocking performance.
Here’s the business case:
– Performance: Teams led by empathetic leaders perform up to 20% better on core business metrics (HBR, 2021).
– Retention: Empathetic cultures have 50% lower voluntary turnover (Deloitte, 2023).
– Innovation: High psychological safety drives 3x more idea generation and faster implementation (Google, Edmondson, Catalyst).
– Resilience: Empathy buffers against burnout – a 2022 Catalyst study showed that 61% of employees with empathetic leaders report better ability to manage stress.
This isn’t sentimentality. It’s strategic intelligence. Because at the top, leadership is no longer about control – it’s about connection.
Strategy defines what to do. Empathy determines whether people will do it with you.
Two Practical Actions for This Week
1️⃣ Observe before managing. Block 60 minutes to simply notice emotional patterns in your team – energy shifts, silence, tension. Then follow up with a gentle check-in: “I noticed this and wanted to understand what’s behind it.” Observation before reaction changes everything.
2️⃣ Start meetings with humanity. Share one small learning, mistake, or challenge you’ve faced. Invite others to do the same. When leaders go first, others follow – and that’s how safety begins.
Final Thought
Empathy and emotional understanding aren’t leadership accessories. They’re performance infrastructure.
In a world that rewards speed, metrics, and precision, empathy might feel like a detour. It’s not. It’s the bridge – to trust, loyalty, and sustained performance.
Because when people believe in where they’re going – and in the person leading them – they will always find the strength, and the creativity, to get there. Together.
About the author
Jakub Grzadzielski is a Leadership & Executive Coach and Organizational Development Consultant. ICF Professional Certified Coach (PCC). Marshall Goldsmith Certified Executive Coach.
For over two decades, he has worked with senior leaders and executive teams across industries – helping them unlock clarity, inspire alignment, and lead with purpose. His coaching focuses on leadership development, culture transformation, and strategic communication, combining evidence-based frameworks with a deeply human approach. Co-author of “Compliance Cop to Culture Coach” (2023).