How empathic concern helps leaders in providing negative feedback: A two‐study examination

Abstract

The role of leader empathic concern is examined in the context of negative feedback delivery. We argue that leader displays of empathic concern decrease negative affect and increase positive affect following negative feedback, resulting in more positive evaluations of the leader's feedback-giving effectiveness and improving the leader's promotability. In a video-based online experiment (Study 1) using a US sample (n = 177), both conditions experienced a decline in negative affect over the course of the feedback episode; however, participants exposed to leader empathic concern experienced a significantly greater increase in positive affect and evaluated the leader's behaviour as more effective than those in the control condition. In a field-study (Study 2) using archived multisource data on a sample of organizational leaders (n = 306), the positive relationship between leader negative feedback quality (subordinate-rated) and (boss-rated) promotability was strengthened by subordinate perceptions of leader empathic concern.Practitioner points Leaders should show empathic concern when delivering feedback to subordinates. Leaders should be trained in how to recognize subordinates' emotional reactions and to communicate their understanding and concern for subordinates' well-being during the provision of performance feedback. Organizations should reward leaders who demonstrate empathic concern for their subordinates when providing feedback. Leaders should be educated about the career-related benefits associated with demonstrating highquality negative feedback and empathic concern.

Developing Employee Resilience: The Role of Leader-Facilitated Emotion Management

“…Empirical evidence has supported the idea that leader-facilitated, down-regulation of negative emotion is linked to resilience-related outcomes (Little et al, 2016; Richard et al, 2016; Thiel et al, 2015; Young et al, 2017). For example, Little et al (2016) found that leaders who used situation modification and cognitive change to mitigate their followers’ negative emotions had followers who engaged in greater organizational citizenship behaviors (a form of discretionary performance) and enjoyed higher levels of job satisfaction.…”

“…Richard et al (2016) found that customer service employees whose leaders frequently demonstrated empathic concern (behavioral displays of warmth and compassion) exhibited less anger associated with customer mistreatment, and that lower level of anger reduced their likelihood of emotional deviance at work. Additionally, Young et al (2017) found that leader displays of empathy increased follower positive emotion following the receipt of negative feedback. Finally, qualitative data from Toegel et al’s (2012) research suggested that manager displays of empathy increase employee self-confidence, a key resilience promoting factor (Fisher et al, 2019; Luthans et al, 2006).…”

“…The key to compassion, they argued, is the behavioral demonstration of that empathy. Although IEM was not explicitly mentioned in the article, behavioral demonstrations of empathy can been examined through an IEM lens (Richard et al, 2016; Young et al, 2017). For example, Shuck et al (2019) noted in their introduction that leaders “help employees see the positive side of challenging events or frame difficult problems as learning opportunities, and thus, influence outcomes even when teams might be in the midst of difficult circumstances” (p. 538).…”

Feeling shame in the workplace: Examining negative feedback as an antecedent and performance and well‐being as consequences

“…Feedback researchers generally focus on stable negative and positive affect rather than momentary emotions. There is consistent evidence suggesting that negative feedback generates increased negative affect in employees, leading to unfavorable outcomes (e.g., Belschak & Den Hartog, 2009;Ilies & Judge, 2005;Young et al, 2017). However, the aggregation of discrete emotions into general affect can depress the specific utility of discrete emotions, given that discrete emotions have distinct motivational profiles (Lazarus & Cohen-Charash, 2001).…”

Denial and Empathy: Partners in Employee Trust Repair?

“…Similarly, a study by Thiel et al (2013) suggested that leader empathy may be important in attenuating negative emotions and defusing stress associated with a state of crisis. More recently, Young et al (2017) demonstrated that participants exposed to leader empathic concern while receiving negative feedback experienced a decline in negative affect and an increase in positive affect. They were also likely to evaluate the leader’s behavior as more effective than their control counterparts.…”