Purpose This paper aims to conceptualize and discuss empathic organizational culture and leadership along with organizational implications. Design/methodology/approach The authors reviewed literature to conceptualize empathic organizational culture and leadership. They referred to Hofstede’s organizational culture concept and studies on empathy to explore how leader–follower relationships are influenced by a leader’s empathic disposition. Findings Organizational leadership is instrumental in shaping employee performance. While work design, culture, peer support and resource accessibility are discernible, leadership style, control and others are covert. Leaders’ empathic attitudes and dispositions can positively influence organizational functions for improved performance. This review suggests that organizational culture should support growth, proper functioning and effective coordination between employees for improved organizational effectiveness. Research limitations/implications The authors conducted searches in leadership and management journals to help conceptualize leaders’ empathic disposition. Future researchers may explore other bodies of literature and the cultural demographic differences in exhibiting empathic leadership and its effectiveness. Researchers can explore how empathic culture relates to job motivation, satisfaction and commitment. The authors suggest that future research may explore how employees’ and supervisors’ behaviors and interactions can create an empathic organizational culture. Practical implications The authors identify the characteristics in an empathic leader to articulate the role of empathy in leadership. Alignment between person, group norms and organizational values is more important than the existence of culture. Originality/value Empathy is studied by researchers from various disciplines. Similarly, employee well-being has received attention from organizational researchers from many fields. However, researchers have given inadequate attention to conceptualizing an empathic organizational culture and its interrelationship with leadership. The authors offer a more positive perspective to the leader-member exchange (LMX) research by describing how leaders can sustain positive relationships with employees rather than the purely transactional exchanges that characterize LMX.
Professors use various strategies to improve learning. To explore what professors perceived as critical aspects of engaging instruction, we conducted a qualitative case study with seven professors in the United States. Data was collected through individual face-to-face interviews. The conversations were audio-taped and transcribed verbatim. The analyses of the transcriptions were conducted using the constant comparative method. Findings from the study varied. Yet, participants agreed that an engaging instructor must focus on learning; consider various aspects of students' personal development including their cognitive, social, and emotional development; and take care of different student learning styles, for example, visual, auditory, and kinesthetic. Participants stressed the importance of student engagement. Body language, verbal and non-verbal cues, and eye contact were the main parameters used by the participants to evaluate student engagement. Participants also emphasized the importance of asking questions and assessing instructional effectiveness by evaluating the questions asked by students.
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