Profit? Loss? Return on investment? How about compassionate leadership as an organisational metric? We give you the skinny on why it might not be as counterintuitive as it sounds.
Working in a compassionate workplace impacts positively upon our levels of stress and ability to maintain resilience, reducing burnout (Figley 1995). The corollary of this is an improved ability to care for colleagues, direct reports and clients (Lilius et al. 2011). The impact of compassionate leadership also influences employees’ perception of their colleagues and the organisation generally. Suggesting compassion is good for business and for employees.
Lilius et al. (2011) found that when employees perceived that direct line managers were concerned about their wellbeing they reported feeling more engaged and happier at work. Employees were also less likely to leave the organisation resulting in a reduced staff turnover.
From Good To Great
Compassionate leaders have the ability to make workplaces more enjoyable and less stressful places to be. Fredrickson et al. 2000 found that when subjects experienced positive emotions their heart rate and blood pressure is lowered. Psychological distress was also observed to decrease. As Wallace Bachman’s (1988) military based research found, sometimes nice guys really do finish first. In ‘True North’ Bill George (2007) describes this compassionate leadership style as “transforming a workplace from ‘I’ to ‘We.’” Providing an environment where leaders leave behind the cut throat competition along with their ego’s to provide a workplace space were individuals are supported and developed by leaders. Collins (2001) describes this as what he considers a ‘Level 5’ leadership skill, consisting of motivation and humility. These leaders, Collins states move individuals, teams and organizations from ‘good to great.’
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