The Transformational Impact of Love in Leadership
Love isn’t a word we often use at work.
It can feel too soft, too personal, or too risky for the workplace.
And yet, when I reflect on the leaders who have had the greatest impact on me, there’s a clear common thread, I know that love was a factor.
- They cared enough to really get to know me
- They valued me enough to carve out time, not just to talk about tasks and projects, but about me: my hopes, my fears, my ambitions
- They respected me enough to give me honest feedback, both affirming and challenging
- They trusted me with responsibilities that stretched me
- They celebrated successes and stood alongside me through disappointment
- They created psychological safety so I could share ideas and opinions without fear.
Those qualities are strikingly similar to what we associate with strong, healthy relationships.
Further removed, but no less impactful was the personal attention and recognition I remember receiving from the most senior leaders. Just the smallest dose of this powerful tonic was enough to elevate my week!
As Maya Angelou reminds us; “people will forget what you said, people will forget what you did, but people will never forget how you made them feel”
This is not just a personal reflection; a 2024 Gallup workplace survey asked employees to recall who gave them their most meaningful and memorable recognition. 28% said their manager, whilst almost a quarter said their CEO. This backs up my own experience and serves as a reminder that even the smallest gesture by someone so senior can have a huge impact.
Right now, many teams are operating under enormous pressure. Workloads are heavy, demands are constant, and there are conversations people know they should have, but avoid because they feel too too time-consuming, too risky or a distraction from ‘real’ priorities.
In that context, it’s worth asking a slightly uncomfortable question
Is love the missing ingredient in leadership today?
Not love as sentimentality or niceness, but love as care, responsibility, courage and commitment to the human beings behind the work. Not treating people as resources to manage, but as humans to lead.
So perhaps the real leadership question isn’t ‘How am I performing?’
But, “How am I impacting the human experience of work for the people around me?”
Because in a world of relentless pressure, love, expressed as care, courage and responsibility may be the most radical leadership act of all.
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