In today’s competitive business environment, leadership that is grounded in compassion, service, and benevolence is increasingly proving its value. This approach, based on authenticity, not only supports employee well-being, but also drives organisational success.
Compassion in leadership is the understanding of and genuine concern for the experiences and emotions of others. Leaders who demonstrate compassion are seen as more trustworthy, approachable, and capable of creating and promoting a positive working environment. A 2017 study by Boyatzis, Smith, and Blaize showed that compassionate leadership can enhance employee engagement and job satisfaction. The researchers found that leaders who express empathy and take active steps to support their teams create a more resilient and motivated workforce. In today’s business environment, where mental health and work-life balance are increasingly recognised as critical factors for employee productivity, compassionate leadership has become more important than ever.
Compassionate leaders actively listen to their employees, acknowledge their challenges, and work collaboratively to provide solutions reinforcing a culture where care and mutual respect are at the forefront.. Such leadership doesn’t just enhance relationships; it also reduces burnout, absence and turnover, boosting overall organisational health which can significantly affect the bottom line.
The concept of servant leadership, coined by Robert Greenleaf in the 1970s, has gained traction in recent years. This leadership style emphasises the role of the leader as one who serves the needs of their employees, creating an enabling environment that allows them to give of their best and prioritises their growth and well-being. Servant leaders focus on empowering their teams rather than dictating orders or controlling every decision.
Research supports the efficacy of servant leadership in improving organisational outcomes. A 2019 meta-analysis by Eva et al. found that servant leadership is positively associated with employee creativity, job performance, and organisational commitment. When leaders adopt a service mindset, they shift the focus from individual achievement to collective success. This results in a more cohesive, motivated, and innovative team.
This means fostering an environment where employees feel valued and supported in their roles, a servant leader will invest in personal development for their employees, ensure fair and equitable access to resources, or delegate decision-making power to promote autonomy and creativity.
By encouraging collaboration and recognising the potential in others, leaders not only improve team morale but also inspire a shared sense of purpose.
Benevolence in leadership can be understood as a commitment to the welfare of others, extending beyond transactional interactions. Benevolent leaders make decisions that take into account the well-being of employees, clients, and the broader community. This form of leadership is closely tied to ethical leadership, where integrity and doing the right thing are at the core of decision-making.
Studies have shown that ethical and benevolent leadership has a strong influence on organisational culture. Research by Kalshoven et al. (2011) demonstrated that ethical leadership positively affects employee behaviour, reducing unethical conduct and promoting a sense of fairness and justice. When employees believe that their leaders are acting in their best interests and are committed to ethical standards, they are more likely to demonstrate loyalty, dedication, and ethical behaviour themselves.
Benevolent leaders may advocate for policies that improve work-life balance and promoting mental health initiatives. They also focus on sustainability and social responsibility, ensuring that their business decisions benefit not only the company but also the community and the environment.
At the core of compassionate, service-oriented, and benevolent leadership lies authenticity. Authentic leaders are true to their values and principles, and they lead with transparency and consistency. This kind of leadership fosters trust, which is essential for maintaining strong relationships within teams and across organisations. Authentic leaders do not simply adopt a style because it is popular or fashionable; instead, they lead in a way that reflects their true self, building credibility with their teams.
According to a 2005 study by Avolio and Gardner, authentic leadership promotes greater levels of trust, which leads to higher engagement and performance. Employees are more likely to follow leaders who are genuine and who ‘walk the talk’. When leaders openly communicate their vision and values, they inspire employees to align their personal goals with the broader organisational mission.
Authenticity also involves acknowledging mistakes and learning from them, rather than projecting an image of perfection. Leaders who demonstrate vulnerability and honesty when things go wrong build stronger connections with their teams and encourage a culture of growth and resilience.
Leading with compassion, in service to others, and with benevolence is not just a moral choice but a strategic one. Organisations that recognise and engage with their employees through these leadership qualities often see increased loyalty, creativity, and productivity. Moreover, when these qualities are grounded in authenticity, leaders build trust and foster a collaborative environment where both people and businesses can thrive.
The future of leadership is not in command-and-control structures but in compassion-driven, service-oriented, and ethical approaches that place people at the heart of the solution, and therefore success. As research continues to show, those who lead with authenticity and a genuine concern for others will be the ones to drive meaningful, sustainable progress for their organisations and the communities they serve.
• Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant Leadership: A Systematic Review and Call for Future Research. The Leadership Quarterly.
• Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. (2011). Ethical Leadership at Work Questionnaire (ELW): Development and Validation of a Multidimensional Measure. The Leadership Quarterly.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic Leadership Development: Getting to the Root of Positive Forms of Leadership. The Leadership Quarterly.
