Why Being More Human Makes for Great Leadership
By: Patty Prosser
I’ve been hearing a lot lately about the lack of humanness in leaders today, and I find it very troubling. Being a more human leader makes for being a great leader because it builds trust, fosters psychological safety, and enhances employee engagement through genuine connection rather than command-and-control tactics.
Research tells me that this perception of a lack of human leadership is creating a “leadership crisis” or a “global pandemic” of disengagement, driven by a shift toward cold, analytical, or purely AI-driven management.
Key Concerns About the “Humanless” Trend
- A “Crisis of Trust”: Many employees feel that leaders are failing to meet basic expectations for how people should be treated, with a 2025 survey showing 77% of Americans do not admire or want to emulate current business leaders.
- The “Uncaring” Epidemic: Research shows nearly 30% of employees feel “invisible” and only 24% feel their employer cares about their well-being.
- Accidental Managers: A significant complaint is that technical experts are promoted into leadership roles without formal training, leading to “amateur” management that fails to motivate or support teams.
- Over-reliance on AI: While AI can handle tasks, people feel that relying on it removes crucial human elements like empathy, ethical judgment, and the ability to “read the room”.
“A poor leader will tell you how many people work for them. A great leader will tell you how many people they work for.” — Simon Sinek
Being a more human leader involves prioritizing empathy, vulnerability, and active listening over rigid authority, treating team members as whole people rather than just output generators. Key actions that can help create a more “human’ leadership environment include fostering trust, practicing self-awareness, communicating with transparency, and offering support to reduce burnout.
Key Benefits to Leaders and Organizations
- Increased Trust and Engagement: When leaders show empathy, vulnerability, and genuine concern for their team’s well-being, employees are more engaged, loyal, and likely to stay with the organization.
- Enhanced Psychological Safety: A human-centric approach creates an environment where people feel safe to take risks, admit mistakes, and share perspectives without fear, driving higher innovation.
- Improved Decision-Making: By setting aside ego and listening, leaders can make decisions grounded in care rather than just cold metrics, leading to better long-term results.
- Greater Resilience and Adaptability: Grounding leadership in humanity helps leaders remain consistent and authentic, which is essential for navigating change.
- The “Human” Competitive Advantage: As AI takes over technical tasks, human skills like empathy, compassion, and relationship building become critical for fostering a motivated, high-performing workforce.
Way’s Leaders can display more “Humanness”
· Build Empathy and Connection
– Listen to Understand: Focus on listening more than speaking to make employees feel heard and valued.
– Practice Active Listening: Utilize your “two ears and one mouth” ratio to truly understand, rather than just waiting to reply.
– Ask for Needs: Regularly check on employee well-being by asking, “How are you doing?” and, “What do you need?”
– Connect Personally: Treat team members as individuals with lives outside of work, not just resources.
· Practice Vulnerability and Self-Awareness
– Admit Mistakes: Share personal stories and failures to foster trust, abandoning the “always perfect” facade.
– Show Authenticity: Be genuine about your own challenges and emotions to create a safer environment for your team.
– Develop Self-Awareness: Understand your own motivations and emotional triggers to better manage yourself and your team.
· Communicate with Transparency
– Move Beyond “Broadcast”: Shift from top-down, one-way communication to two-way, engaging conversations.
– Encourage Dialogue: Use forums, Q&A sessions, and town halls to allow team members to voice concerns and ideas.
– Explain the “Why”: Provide context for decisions to help the team understand the reasoning behind changes.
· Cultivate a Supportive Culture
– Delegate with Trust: Empower team members by giving them autonomy, rather than micromanaging.
– Recognize and Celebrate: Acknowledge milestones, both professional and personal, to boost morale.
– Set Reasonable Goals: Avoid burnout by setting realistic, transparent priorities.
· Foster Inclusivity
– Consider the Unseen: Ask who is not in the room or not speaking up during decision-making processes.
– Be Curious: Actively seek diverse perspectives to ensure all team members feel safe and included.
The Bottom Line
Put “Human Before Manager”. People want leaders who recognize their needs for meaning, connection, and growth, rather than just treating them as resources to produce output. Employees want to understand the “why” behind decisions and work in an environment where they feel heard and valued. Effective leaders are defined as those who provide mentorship, coaching, and regular, meaningful feedback, rather than micromanaging or ignoring team members.
And Remember…
There’s more than one way to tackle a problem or issue. Sometimes you just might need a little help! And as always, if you or other leaders in your organization are facing similar challenges, please visit our website at The Center for Leadership Excellence, www.cleindy.com.
As always, if you have a “prickly” leadership issue you’d like me to address in future blogs, please reach out to me directly, and I promise to try to address it.
Patty Prosser, Co-Founder and Coaching Practice Leader at The Center for Leadership Excellence,317-727-6464 or at pprosser@cciindy.com