Empathy is often described as a ‘soft’ leadership skill. But what does the evidence actually say about its impact at work?
In a 2026 paper published in Management Review Quarterly, Caroline Muss and colleagues present a systematic literature review of 42 empirical studies examining the effects of empathetic leaders in organisations. Their aim was simple but important: to move beyond individual findings and provide a structured overview of what empathy in leadership actually does. The authors identify nine broad categories of effects associated with empathetic leadership.
First, affect. Empathetic leaders are linked to higher positive affect among followers, particularly in challenging situations such as receiving negative feedback. They also contribute to more positive emotional cultures within organisations.
Second, attitudes. Empathy is associated with greater job satisfaction and more positive attitudes towards leaders. Even when delivering difficult messages, leaders high in empathic concern are rated more favourably.
Third, empathy itself. Leaders who display empathy appear to foster empathic concern in followers and teams, suggesting a contagion effect.
Fourth, equity. Empathetic leaders are more likely to enact interactional justice, treating others with dignity and respect, particularly when communicating adverse decisions.
Fifth, interpersonal relationships. Empathy strengthens the perceived quality of coaching relationships and is linked to higher levels of interpersonal organisational citizenship behaviour.
Sixth, leadership practice. Empathy is positively related to transformational, ethical, responsible and servant leadership behaviours.
Seventh, perception. Followers tend to perceive empathetic leaders as more effective. Interestingly, some studies show that highly empathetic leaders may judge their own effectiveness more critically when delivering negative feedback.
Eighth, performance. Empathy is associated with higher individual and team performance, particularly in uncertain contexts. It is also linked to leader effectiveness.
Ninth, well-being. Empathetic leadership is related to lower burnout, fewer somatic complaints and improved psychological well-being among followers. Some evidence also suggests benefits for leaders’ own well-being.
Importantly, while the overall pattern is strongly positive, the review also highlights potential downsides. In certain contexts, excessive empathy may be perceived negatively by external stakeholders, such as shareholders, or may create tensions around fairness.
For leaders, HR professionals and boards, the implication is clear. Empathy is not simply a personality trait to be admired. It is a capability that shapes affect, attitudes, justice, relationships, performance and well-being across organisations.
As this review shows, the question is no longer whether empathy matters in leadership. The more pressing question is how intentionally we develop and embed it.
You can read the original article here: https://doi.org/10.1007/s11301-024-00472-7
