Compassionate leadership: do you immediately see a slightly too empathetic, conflict-avoiding hug manager, who looks at you with pity when you share something personal? Logical: concepts such as compassion and empathy are often confused and associated with (sometimes a little too much) empathy and gentleness. Yet compassionate leadership is not soft: it is transparent, clear leadership from a human perspective. That's how you handle it. Compassionate leadership is aimed at helping others to create a better outcome for everyone. Does it sound 'too good to be true' to you? Nobody says it's easy: as a leader you will also have to expose your butt and be prepared to face your own feelings and vulnerabilities: to dare to be human.
That is not done for a while: it is a choice whatsapp list to take this path and continue to develop yourself. Your human attitude: the advantages Are you still a little unsure? Perhaps this can convince you: Employees who see their leader as a compassionate person have 34 percent greater job satisfaction . And 36 percent are more involved in their organization. That is not without reason: having and keeping satisfied and connected employees is an important asset in this bizarrely tight labor market. Especially now that there is a real hunt for employees: no less than 40 percent of workers in the Netherlands were approached by headhunters.
Employers in the last quarter. And what about the employees who are under pressure due to the shortage of teams? If you have an eye for their interests and work with them out of compassion, you can contribute to more vitality and motivation in the workplace. But also for your own well- being as a leader, compassionate leadership has significant benefits: leaders who rated themselves higher for compassion experience 66 percent less stress than their less compassionate counterparts. The compassionate leaders are also 200 percent less likely to quit their jobs. These numbers don't come out of the blue. They come from Potential Project research, which involved qualitative interviews with 350