A central virtue of a functional team is that individuals are united in a common set of goals and purpose. Building culture in the workplace requires that individuals build relationships with others, work towards the collective good of the company, and engage in meaningful work built around a common purpose.
A powerful way to build cohesion with other individuals is through cultivating empathy.
What is Empathy?
Empathy is an emotional response specifically associated with sharing or understanding another individual’s feelings and experience. Some researchers distinguish between affective and cognitive empathy, with the former being related to sharing the emotions of others, and the latter, which is related to understanding other’s emotions.1 In work settings, it has been argued that cognitive empathy is particularly important.2
In addition to developing successful relationships at work, responding to another individual with an appropriate empathic response is related to morality, prosocial behaviors, quality social interactions, and intergroup relationships.3 When considering the dynamic and frequent nature of social interactions in the workplace, it makes intuitive sense that empathy is positively related to successful job performance.
It should come as no surprise that individuals with strong interpersonal skills excel as team players and often become successful leaders. These skills encompass various communication abilities, such as interpreting nonverbal cues, active listening, understanding different perspectives, and adeptly responding to diverse social situations. Among these skills, empathy stands out as particularly vital for fostering social competence.
The Importance of Empathy in Workplace Culture
Empathy holds significance in the workplace due to its integral role in emotional intelligence. Emotional intelligence is the capacity to recognize, understand, and manage one's own emotions effectively, as well as to perceive and influence the emotions of others. Researchers have found that emotional intelligence is related to job satisfaction and performance.4 Numerous studies have found that employee’s5,6 and managers7 emotional intelligence is predictive of positive workplace outcomes. Specifically, empathy is crucial in the leadership process as it serves as a foundational skill in building trust, motivating teams, and fostering authentic relationships.8
Psychological and business management experts recognize that high achievers possess the skill to form connections with others and apply emotional intelligence effectively. Daniel Goleman is a scientist who is most well-known for his work in this field. In emphasizing this skill Dr. Goleman stated:
“Emotional intelligence matters twice as much as technical and analytic skill combined for star performances...And the higher people move up the company, the more crucial emotional intelligence becomes.”
Cultivating Empathy in an Individualistic Culture
The ability to understand other people’s emotions, and even share those emotional experiences, is a highly evolved capacity of the human species. However, like all skills, developing competent empathic skills requires practice and deliberate effort. Unfortunately, the westernized individualistic culture has pushed aside values of moral and empathy in favor of a more competitive self-serving culture. Virtues such as listening skills, prosocial behaviors, volunteering, and community engagement are often not valued as much as materialistic things, power, and prestige.
Rediscovering Virtues in Education and the Workplace
One case in point is the shift in values in public education. When formal education was first implemented in the United States of America one of the primary goals was to edify individuals with character development. When America’s founding fathers first endorsed the need for public education, their motives were to teach students to be good citizens. The impetus of instituting a system of free public education was to advance democracy, build civic knowledge, help individuals make good business and political decisions.
In addition to creating good stewards of democracy, another goal of public education was to teach children to be stewards of the virtues that were valued in America such as integrity, honesty, and citizenship. George Washington’s goals for public schools were focused on two primary concerns: political and moral advancement. There are many reasons why there has been a fundamental shift in the American education system including an emphasis on academic standards, meeting federal and state legislature mandates, as well as fears of retributions or backlash for teaching issues related to moral development in schools.9,10
The tides have been shifting, however, and educators, researchers, and leaders in organizations are becoming more aware of the increasing need to bring attention back to virtues of emotional development and person-to-person engagement. The influence of cultivating empathetic skills is expanding beyond the confines of traditional psychological sciences and is now recognized as a crucial element in enhancing productivity and engagement in workplace environments.
Strategies to Improve Empathy
There are two simple steps that you can begin today to help you hone your empathic skills. Engage in these processes and begin reaping the benefits of more effective social interactions with your peers and enhanced job satisfaction and performance.
- Focus on similarities between oneself and others
When individuals disagree on how something should be accomplished, they often lose sight of the similarities they share. Even minor differences in perspective can create significant divides, despite both individuals ultimately aiming for the same goal. Rather than fixating on differences, it is more productive to emphasize similarities between yourself and others.
- Take a moment to consider another perspective
One of the most powerful approaches to build empathy is to consider someone else’s perspective. Understanding the circumstances or underlying reasons for someone’s viewpoint or opinion can help you feel more compassion for that person’s situation. Taking the time to learn the background behind a person’s situation can help you identify with the individual, and therefore feel more empathy for them.
Instead of hastily jumping to conclusions when you disagree with someone, take the time to ask the right questions and understand their perspective. Active listening is key, involving processing their words before responding. This approach may reveal new perspectives or clarify differing viewpoints. Even if you still disagree, understanding their perspective builds bridges rather than walls.
In conclusion, fostering empathy in the workplace is pivotal for enhancing team dynamics and organizational success. As individuals strive to align themselves with common goals and purpose, empathy emerges as a powerful tool for building cohesive relationships and driving productivity. By focusing on similarities and considering alternative perspectives, individuals can cultivate empathy, leading to more effective communication, heightened job satisfaction, and improved performance in the workplace.
1. Mehrabian, A., & Epstein, N. (1972). A measure of emotional empathy. Journal of Personality, 40, 525-543.
2. Hojat, M. (2007). Empathy in patient care: Antecedents development, measurement, and outcomes. New York: Springer.
3. Eisenberg, N., Eggum, N. D., & Giunta, L. D. (2001). Empathy-related responding: Associations with prosocial behavior,aggression, and intergroup relations. Social Issues and Policy Review, 4(1), 143-180.
4. Sy, T., Tram, S., & O'Hara, L. A. (2006). Relation of employee and manager emotional intelligence to job satisfaction and performance. Journal of Vocational Behavior, 68, 461-473.
5. Prati, L. M., Douglas, C., Ferris, G. R., Ammeter, A. P., & Buckley, M. R. (2003). Emotional intelligence, leadership effectiveness, and team outcomes. International Journal of Organizational Analysis, 11, 21-41.
6. Wong, C. & Law, K. S. (2002). The effect of leader and follower emotional intelligence on performance and attitude: An exploratory study. Leadership Quarterly, 23, 243-274.
7. George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53, 1027-1055.
8. Antonakis, J., Ashkanasy, N. M., & Dasborough, M. T. (2009). Does leadership need emotional intelligence? The Leadership Quarterly, 20, 247-261.
9. Jeynes, W. H. (2007). American Education History: School, Society, and the Common Good. Thousand Oaks, CA: Sage Publication
10. Veugelers, W. (2011). Education and humanism: Linking autonomy and humanity. Rotterdam: Sense.