Empathy in Leadership

By: Dr. Bill Anton

Management consultant Peter Drucker has noted that the number one practical competency for leaders is empathy. Unfortunately, there is a zero correlation between IQ and empathy.

In his paper “The Road to Empathy,” Dr. Frank Lachmann (2008) offered a definition of empathy that may make sense here. Empathy may be thought of as a method of gathering information about the subjective life of another person. It plays a role in understanding what another person is experiencing. In simpler terms, it enables a person to connect with others by putting him- or herself in “another’s shoes.” An important point is that the capacity for valid empathic understanding requires that one take an objective view toward oneself that is generally obtained through reflection. For the recipient of this type of understanding, being seen empathetically releases creative energy that, under the right conditions, can support a steady stream of innovation that contributes to maintaining a competitive edge in the marketplace. Robert K. Cooper recognized that 40 to 50 percent of an organization’s profit margin fluctuations are predictable based on employee feelings and opinions. A quote from “The Road to Empathy” might offer encouragement to those who don’t think they have the capacity for empathetic understanding: “Empathy, like any skill, can be acquired and enhanced by training and learning” (p. 52).

Treating everyone in an organization as if their internal life were inconsequential can result in hidden performance costs to a company.