Leading with Kindness and Emotional Intelligence in Times of Change
Hofstede’s Cultural Dimensions Theory & Examples
Kindness has always been a personal cornerstone and value for me, particularly in leadership. Holding a leadership role doesn't mean that navigating challenges like change management, innovation, negotiation or conflict resolution becomes emotionally easier for you than it is for your team. In fact, self-awareness, understanding and kindness towards the self, becomes increasingly vital during these times of change and challenge for leaders.
Understanding how we function in uncertain situations allows us to recognise the need for self-regulation. Hofstede's Cultural Dimensions and various studies on innovation and field specialisation reveal that people from different regions or academic backgrounds respond to change and uncertainty with varying levels of comfort and avoidance. By first recognising ourselves without judgment, we can better support those we lead through periods of complexity, change, and instability.
Unfortunately, many leaders, through no fault of their own, are promoted based on metrics aligned more with processes than with people. The skills of leadership often require additional time to develop. This time is not always given and the development training is not always supported. It’s crucial for leaders to give themselves grace, to recognise their strengths and limitations, and to seek support and growth. Leading in calm and certain times is always easier than leading in times of chaos or crisis. In these challenging times, it’s essential to be kind to yourself.
Reflecting on my experiences with Irish leaders, I've noticed that while we match our European counterparts in many ways, we sometimes lag behind in one crucial area: Emotional Intelligence (EQ). Having worked with organisations across Europe, I’m often impressed by the self-awareness, social awareness, and vulnerability exhibited by leaders. It’s not that Irish leaders lack self-awareness, but there is often a struggle in discussing and openly sharing this knowledge with comfort.
Not all European Leaders exhibit exceptional Emotional Intelligence, not all Irish leaders are void of Emotional Intelligence, but there is an evident disparity.
This struggle is so pervasive that, when working with Irish groups, I often use the tool of breaking down experiences into 'Think' and 'Feel' categories. Historically, a leader not having strong EQ wasn’t a major barrier to success, as delivery was a primary metric of successful management. However, in recent years, the ability to deliver while risking the wellbeing, inclusion, or growth of your teams has become far less acceptable.
People's expectations of work and leadership are changing. If leadership doesn’t adapt to meet these new expectations, those who can leave, will leave. Psychological safety, which is built on strong leadership EQ, is repeatedly shown in research as a major contributor to successful high-performance teams with high-quality delivery.
As leaders, we must recognise that emotional intelligence isn’t just a nice-to-have; it’s essential for creating the psychological safety that drives team success. So, in times of change, challenge, or crisis, remember to lead with kindness—not only towards your team but also towards yourself.
Importance of Self-Awareness in Leadership:
Goleman, D. (1998). What Makes a Leader? Harvard Business Review.
Eurich, T. (2018). What Self-Awareness Really Is (and How to Cultivate It). Harvard Business Review.
Cultural Differences in Response to Change:
Hofstede, G. (1984). Cultural Dimensions in Management and Planning. Asia Pacific Journal of Management.
House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W., & Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Sage Publications.
Emotional Intelligence in Leadership:
Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. TalentSmart.
Psychological Safety and Team Performance:
Edmondson, A.C. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly.
Edmondson, A.C. (2004). Psychological Safety, Trust, and Learning in Organizations: A Group-level Lens. In R. Kramer & K. Cook (Eds.), Trust and Distrust in Organizations: Dilemmas and Approaches (pp. 239-272). Russell Sage Foundation.
Edmondson, A.C. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.
Leadership in Times of Change and Crisis:
Heifetz, R., & Linsky, M. (2002). Leadership on the Line: Staying Alive through the Dangers of Leading. Harvard Business School Press.
Kotter, J.P. (1996). Leading Change. Harvard Business Review Press.