2025 Theses Doctoral

A Qualitative Exploration of Empathic Forms of Leadership and the Role of Learning from Experience

Eliadis, Andriana

This dissertation explored how leaders apply and develop empathic leadership styles through experiential learning, emotional intelligence, and reflective practice. This was a response to the growing organizational demand for leadership that fosters trust, inclusion, and adaptability in dynamic environments. The study was guided by three research questions:

1. How do leaders perceive their own leadership styles compared to how their followers perceive them?
2. How do leaders interpret and respond to feedback from followers?
3. How do leaders learn to integrate empathy into their leadership over time?

A qualitative multiple-case study design was employed, focusing on 12 organizational leaders and their teams. Data sources included leadership style prediction sheets, Inventory of Leadership Styles (ILS) assessments, and semi-structured interviews. Leaders were categorized into High Performers (HPs) and Other Performers (OPs) to compare developmental patterns. Triangulated data analysis was conducted through inductive coding, thematic synthesis, and cross-case comparisons.
Findings revealed that HPs consistently aligned their self-assessments with follower ratings; favored resonant leadership styles (visionary, coaching, affiliative, participative); and demonstrated greater self-awareness, feedback integration, and emotional responsiveness.

In contrast, OPs displayed more inconsistent style alignment; greater reliance on dissonant styles (directive, pacesetting); and less reflective learning. Five recurring leadership dimensions emerged—Feedback Integration, Strategic Decision-Making, Vision and Planning, Emotional Responsiveness, and Learning Adaptability—which differentiated HPs from OPs.

The study presents a staged Leadership Development Framework that illustrates how empathic leadership develops through assessment, feedback interpretation, reflective practice, and adaptive application. It also offers practical and theoretical recommendations for leadership development practitioners and scholars. Limitations included the sector-specific focus, modest sample size, and reliance on self-report and perceptual data. Future research is recommended to explore empathic leadership across industries, cultures, and virtual contexts.

This research contributes to leadership scholarship by demonstrating that empathy, when combined with reflection and feedback responsiveness, is a key driver of effective and sustainable leadership in contemporary organizations.