Leading With Empathy: Emotional Intelligence in Leadership During Uncertain Times

Article

By Giannine Cohoon, Senior Vice President, Robert Half Managed Business Solutions Today’s business landscape—shaped by economic shifts, organizational change and AI innovation—demands more than strategy. It calls for leaders who rise above uncertainty, connect deeply and inspire progress.

That’s why leadership today requires more than strategy. It requires emotional intelligence, empathy and authenticity. The best leaders don’t just lead. They inspire people to believe in what’s possible and move forward together.

Emotional Intelligence in Leadership During Uncertain Times

Why emotional intelligence in leadership matters more than ever
Leading with empathy and building trust at work
How empathetic leaders inspire growth and purpose
Authentic leadership communication that builds psychological safety
The future of resilient and authentic leadership

Why emotional intelligence in leadership matters more than ever

People want to work for leaders who genuinely care, who notice, listen and encourage. Emotional intelligence in leadership makes that possible. It helps us understand what motivates our teams and respond with authenticity and purpose.

At Robert Half, I see it every day. When employees feel supported and trusted, they perform better and stay longer. These aren’t soft skills. They’re core employee retention strategies that drive business success.

Over the years, I’ve learned that great leadership isn’t about control. It’s about clarity. It’s helping people focus on what they can influence, celebrate progress and see the bigger picture. When leaders show up with intention and compassion, they turn everyday moments into opportunities for growth.

Leading with empathy and building trust at work

When people ask me what leading with empathy looks like in practice, I always start with presence. Leading in person lets you see the whole picture: the energy in the room, the subtle body language, the quiet signs that someone might be struggling.

In hybrid or remote environments, it takes more awareness and care. You have to listen differently, notice more and reach out intentionally. A quick message after a tough meeting, a text checking in after a long week or a simple “How are you doing today?” tells people they matter.

When I sense a team member is running on empty, I reach out before they even ask. Sometimes it’s a short chat or call to ask, “How are you feeling?” or “Is there anything you need?” Those small check-ins can change the tone of an entire week. Building trust at work isn’t about hierarchy, it’s about human connection.

I also tell my team, “If you need to talk, text me, call me or send a note on Teams. I’m here.” That open access builds connection and reinforces the psychological safety every team needs to thrive. Even in a virtual world, people lean into that support. When leaders make care a constant, teams move from hesitation to engagement and from good to great.

How empathetic leaders inspire growth and purpose

A trend we see more often today is job hugging, when employees stay in a role not because they’re inspired but because they’re comfortable. Familiarity can feel safe, yet it can also keep people from growing.

As leaders, our role is to help people rediscover their purpose. That means creating open career conversations, not just once a year but all year long. I like to ask each team member where they want to go next and what excites them most about their work. Those talks aren’t about evaluating performance; they’re about exploring potential and helping people see new possibilities for growth.

When leaders take time to talk about goals and aspirations, it reignites motivation. Sometimes that means helping someone explore a new opportunity within the company. When leaders support that kind of mobility, it builds loyalty, not turnover. People want to work where they’re encouraged to grow and trusted to lead their own path.

That same empathy that drives career development also strengthens communication. Clear, consistent dialogue keeps teams informed, confident and connected.

Authentic leadership communication that builds psychological safety

The best leaders I’ve worked with share one defining quality: they communicate with honesty. Authentic leadership communication isn’t about perfect delivery; it’s about genuine intent. When people understand the “why” behind decisions, they trust the direction.

Technology will continue to shape how we work, but it will never replace human connection in the workplace. As automation and AI evolve, our role as leaders becomes even more human. Listening, empathizing and inspiring are the skills that move organizations forward.

I often ask myself, “Whose voice is missing from this conversation?” It’s a simple question that ensures decisions include diverse perspectives and ideas. That’s part of being a resilient and authentic leader—leading with awareness, humility and vision.

To lead with energy, we also have to protect it. I remind myself that rest isn’t a luxury, it’s leadership fuel. When we prioritize well-being, our teams feel empowered to do the same.

The future of resilient and authentic leadership

Looking ahead, I see tremendous opportunity for leaders who blend empathy with foresight. The pace of innovation will continue to accelerate, but with it comes the chance to guide teams into new territory with confidence and care.

At Robert Half, we see organizations thrive when leaders connect purpose with people and empathy with action. When employees feel supported and informed, they bring their best ideas forward. They find creative solutions and drive progress together.

Leadership today isn’t about certainty—it’s about courage, curiosity and connection. When we lead with empathy and energy, we create workplaces that thrive through change and shape the future with confidence.

The Shifting Executive Landscape: Leadership Development Strategies for Future-Ready Organizations

The Risks of AI-Generated Resumes—What Finance Leaders Should Know

From Peer to Leader: Challenges in Navigating Leadership Transitions—and How to Manage Them