The Transformative Power of Compassionate Leadership

Kindness is the intentional act of extending care, empathy, and respect to others—even when it’s not required. It goes beyond politeness or niceness; it’s a choice rooted in emotional intelligence and the understanding that people thrive in environments where they feel seen, valued, and safe. Kindness as a leadership approach doesn’t mean avoiding hard conversations or compromising standards—it means delivering feedback with compassion, making space for humanity in the workplace, and creating conditions where trust and psychological safety can flourish.

What Kindness Is NOT: an Emotion 

Most people casually think of kindness as a feeling—as if it bubbles up naturally, like joy or love. But that’s a misconception.  Kindness is not a fleeting emotion. It’s not just something you feel.
It’s something you choose.  You don’t have to feel particularly tender or warm to behave kindly. You can choose to be kind even when you’re frustrated, stressed, or disagreeing. That makes kindness a behavior—not a mood.

What Kindness IS: a Value-Driven Decision

Kindness is actually a form of applied ethics. It’s a behavioral expression of what you believe about people and how you want to show up in the world.

It's rooted in values like empathy, humility, justice, compassion and respect.

And it’s “applied” because it lives in the behavioral domain. You do kindness through your tone, gestures, boundaries, listening, and leadership. In fact, research in positive psychology shows that deliberate acts of kindness can influence your emotional state—but not the other way around. You don’t wait to feel kind. You behave kindly—and (positive) emotion often follows. And simply, when you do something kind for someone, you feel good - and you want to do it more. And when receiving kindness, you’re motivated to pay it forward.

Andrew Soren, a leading voice in applied positive psychology, emphasizes the power of eudaimonic practice—a framework rooted in Aristotle’s idea of living a good life through purpose, virtue, and contribution. Soren’s research shows that when people engage in deliberate acts of kindness, they are not just “being nice”—they are acting in accordance with their deepest values. This alignment can counteract negative emotions like anxiety, burnout, and cynicism. In fact, consistent kindness has been found to build psychological resilience, helping individuals bounce back faster from setbacks and maintain emotional equilibrium in high-pressure environments, like the workplace.

Soren distinguishes between hedonic well-being (which is about feeling good in the moment) and eudaimonic well-being (which is about doing good and living meaningfully). While hedonic pleasures are fleeting, eudaimonic practices like kindness, gratitude, and service generate lasting fulfillment—and that fulfillment, Soren argues, makes us better leaders, teammates, and problem solvers.

|“Relationships, service, and purpose are the time‑tested triad of fulfillment that stands in contrast to wealth, fame, and power… The triad of fulfillment gives us meaning and belonging.” – Andrew Soren

The Argument Against Kindness in Business

The topic of kindness in business settings is a curiously controversial subject which, over the years, has been hotly debated.  The debate goes like this: Do I really need to be kind to get the most out of my people? If I show kindness, does it signal weakness? Doesn’t being kind lead to letting my guard down and allowing a competitor to take advantage of me? Can’t I be a more effective leader if I’m ruthless?  Isn’t kindness just a useless emotion?

And, in our digital age, the kindness “muscle” may have atrophied because - let’s face it – adding “please” and “thank you” and measures of respect into ChatGPT prompts just isn’t impactful: the machine is going to respond to you whether you are kind or not. And if machines are ok with being talked to bluntly, doesn’t this make it ok to talk to humans the same? 

The notion that being kind means being soft, naive, or vulnerable to exploitation is not only outdated—it’s counterproductive in today’s business environment. In fact, the data, neuroscience, and real-world business outcomes tell a very different story - kindness is actually a profitable action when demonstrated authentically.

How does Kindness benefits people, groups and leaders?
There are myriad benefits of kindness for us as individuals. Acts of kindness trigger the release of feel-good neurotransmitters like dopamine and oxytocin, often referred to as the “helper’s high.” Oxytocin promotes feelings of connection, trust, and emotional warmth, and Dopamine enhances mood and motivation.

Kindness also reduces stress and anxiety. Kind behaviors, even small ones, reduce levels of cortisol, the stress hormone. In one study, people who engaged in daily acts of kindness showed significant drops in daily stress and reported greater emotional well-being.

Kindness improves cardiovascular health: the increased production of oxytocin causes the blood vessels to dilate, reducing blood pressure and promoting heart health. This is why oxytocin is nicknamed the “cardioprotective” hormone.  While chronic stress weakens the immune system, kindness reduces stress and promotes a healthy immune response. People who consistently engage in prosocial behaviors show higher levels of immunoglobulin A, an antibody that fights infection.

Kindness can also help slow the aging process, by lowering inflammation, a major contributor to aging and chronic disease. A UCLA study found that people who regularly practiced compassion-based meditation had reduced markers of inflammation and cellular aging (e.g., longer telomeres).

And there are psychological benefits of kindness, too.  Research in positive psychology, particularly by Martin Seligman and Barbara Fredrickson, shows that kindness cultivates positive affect, which builds long-term emotional resilience—the ability to bounce back from adversity. 

Helping others improves one's sense of self-worth and meaning. According to self-determination theory (Deci & Ryan), humans have basic psychological needs: autonomy, competence, and relatedness. Kindness fulfills the need for relatedness, reinforcing a sense of identity and value. 

Studies show that engaging in kind acts can disrupt rumination cycles (repetitive negative thinking), a key symptom in depression and anxiety. Focusing on others shifts attention away from internal self-criticism.

Finally, kindness strengthens social bonds, fostering stronger interpersonal relationships, which are crucial for emotional regulation and long-term happiness. People who feel connected and supported are more emotionally resilient and less prone to anxiety or depression.   And this leads us into the benefits for groups.

The benefits for groups and teams

Groups that operate under kindness principles have been shown to get more done and be more successful than those without kindness policies.  A pivotal study published in the Journal of Emotion highlights the powerful ripple effect of kindness in the workplace. Engaging in altruistic behaviors—such as helping a colleague, mentoring someone new, or offering emotional support—leads to measurable improvements in psychological well-being. These acts of kindness boost mood temporarily and they activate positive emotional states that can enhance resilience, reduce stress, and even increase self-esteem. The result? People who practice kindness in groups are not only happier—they’re more productive, collaborative, and engaged at work. For leaders, this offers a compelling insight: fostering a culture where kindness is practiced and encouraged isn't just good for morale—it's a strategic lever for performance.

When kindness is a core value, teams are more likely to exhibit behaviors that foster collaboration, innovation, and open communication. A study from the Harvard Business Review indicates that organizations that prioritize psychological safety—where team members feel respected and valued—experience significantly higher levels of creativity and problem-solving. 

Leaders who embody kindness set the tone for their organizations, influencing how teams interact with one another and how they engage with clients. When leaders model kindness, they create an environment where positivity thrives, leading to reduced stress levels and heightened job satisfaction.

And from a revenues standpoint, clients are increasingly drawn to organizations that prioritize kindness. Compassionate leadership can enhance client relationships, leading to stronger partnerships and loyalty. When clients feel valued and understood, they are more likely to engage in long-term collaborations, which can translate into sustained business growth.

Andrew Soren's findings further support this notion, showing that positive interactions, even in high-stress situations, can dramatically alter the dynamics between leaders and clients. By fostering environments where kindness is the default, organizations can cultivate trust, leading to deeper, more meaningful relationships with their clients - and prospects.

The correlation between kindness and tangible business results is undeniable, backed up by research. In research from the University of California, Berkeley, organizations with higher levels of employee kindness report increased profitability and improved client satisfaction. By strategically implementing kindness into their leadership brands, organizations can cultivate a positive workplace culture that drives results.

In addition, a report by the World Economic Forum emphasizes that the future of work will favor organizations that prioritize empathy and kindness in their leadership approach. As Gen Z enter the workforce, they seek employers who align with their values, making kindness not just a nicety but a business necessity. And for the rest of us: you had me at kindness’ “anti-aging” benefits.

Conclusion

Leading with kindness is more than a feel-good mantra; it is a powerful strategy that can transform organizations. As research continues to explore the intersection of leadership and compassion, it is essential for leaders to recognize the profound impact kindness can have on their teams, clients, and communities. By embracing kindness, leaders can create environments that foster collaboration, innovation, and, ultimately, success. The rewards—both human and financial—are significant. Because the evidence is clear: when leaders lead with kindness, everyone wins.

Has kindness paid off for you as a leader? Or has it hurt you, in any way?  What one or two winning kindness behaviors can you implement in your leadership capacity today, to drive success for your team and clients?

Stacy Graiko, Strategy & Ideas Collective.

Inspired by agency leader Michelle Elster, CEO of Rabin Roberts Research - www.rabinroberts.com  - https://www.linkedin.com/in/michelleelster/ and with Andrew Soren, MAPP colleague and Founder and CEO of Eudaimonic by Design - advisory for companies to strengthen workplace culture.

 #positivepsychology #leadership #leadwithkindness