Redefining Kindness in Leadership.
There are many misconceptions surrounding kindness. It is often perceived as a sign of weakness or a wishy-washy approach that lacks boundaries. Some view it as being a pushover, overly lenient, or an avoidance of difficult conversations and the necessity of asserting boundaries.
#BeKind is rightly seen as a sticking plaster without any tangible action behind it. Kindness should be reflected in our actions, not just our words. It is an approach that must coexist with clear boundaries; only when we are explicit about our expectations and what we accept or reject can we truly practice kindness toward ourselves and others.
True kindness for ourselves and others demands strength, courage, and authenticity. It requires us to recognise our shortcomings without resorting to self-criticism. In a world where mean-spiritedness and fear-driven motivation are often seen as the only effective ways to lead, embracing genuine kindness is not only a radical act; it is a necessary one.
Does this mean I am always kind to myself? Absolutely not. For me, kindness is an ever-evolving practice rather than a destination I have reached. As a queer, neurodivergent leader, my default tendency is to question whether I am good enough, skilled enough, experienced enough, clever enough, etc. My inner critic often jumps in to remind me that I am not enough and that others feel the same way about me. However, with age, experience, and ongoing therapy, kindness has begun to show up more regularly to remind me that I am human, that I have experienced trauma that has changed me in many ways, and that some of the coping mechanisms I developed to survive may not be the healthiest or most productive for me now. Ultimately, I am doing my best.
The same can be said in my professional life. Am I always the leader I aspire to be, leading with kindness and compassion? No, I’m not perfect. However, that doesn’t mean I don’t deserve self-compassion and self-grace. This is something I strive to remember when my inner critic gathers evidence of my perceived failings to convince me that I am a bad leader.
Research from the University of Michigan underscores the significant impact of kindness in leadership on employee satisfaction and organisational commitment. Employees who perceive kindness from their leaders report higher job satisfaction and a stronger sense of belonging, contributing to improved performance and lower turnover rates. This highlights kindness as an essential element of effective leadership (Kahn, W. A., & Bycio, P. (1992). "Organizational Context and the Relationship Between Employee Performance and Job Satisfaction." Journal of Organizational Behavior, 13(2), 121-134).
As we redefine kindness in leadership, consider how you can embody this powerful trait in your own practice, both toward yourself and others. Reflect on your leadership style: Are you fostering a supportive environment for your team? How can you incorporate more empathy and understanding in your interactions? Additionally, think about how you can practice self-kindness. Are you allowing yourself grace when you make mistakes? Are you acknowledging your achievements and giving yourself the same compassion you offer to others?
If you’d like support in fostering kindness and compassion within your organisation, Max Price Consulting is here to help. Together, we can create an inclusive and positive workplace culture that values empathy and understanding. Share your thoughts and experiences in the comments below, or reach out to learn more about how we can work together.
About the Author:
Max Price is the founder of Max Price Consulting, specialising in workplace culture development and leadership coaching with a focus on kindness and inclusivity. With over 13 years of experience as a co-founder of Proud2Be, Max is passionate about helping organisations create positive, supportive environments where everyone can thrive.
