When Influence Meets Empathy
In our last post, we looked at how power and perspective-taking often work in isolation-and why that can create problems. Now, let’s explore what happens when they come together.
The Science: Power + Perspective = Better Decisions
Galinsky et al. (2014) found that when people in power actively engage in perspective-taking, something transformative happens: their decisions become more just, more sensitive, and more effective.
A Case in Point: Layoffs and Justice
In two experiments, participants imagined they were managers laying off employees. Those primed with both a sense of power and perspective-taking communicated the news with greater interactional justice-more clarity, more respect, more empathy.
This matters. In real life, employees don’t just remember what happened-they remember how it was handled. The “how” can shape trust, loyalty, and even future performance.
Narrative Bridge: The Human Side of Influence
Imagine two leaders delivering the same tough news. One is all business, focused on efficiency. The other pauses, acknowledges the impact, and listens. The outcome is the same, but the experience-and the legacy-are worlds apart.
Accountability as a Catalyst
Even when perspective-taking wasn’t directly encouraged, accountability to others created similar effects. When managers expected to explain their decisions to a wider audience, they anticipated others’ perspectives and communicated more justly.
This is a critical insight for organizations: We can design systems that support empathy, not just rely on individual personality or goodwill.
“What structures exist in your workplace to encourage leaders to consider how their decisions impact others?”
Practical Steps
Make empathy visible: Integrate perspective-taking into decision-making rubrics, not just soft skills lists. Make it part of how you evaluate leaders.
Build in checks: Use peer feedback, stakeholder consultations, or cross-functional reviews to build empathy into big decisions.
Train for moral imagination: Help leaders anticipate emotional responses, not just logistical outcomes. Use storytelling, scenario planning, or “pre-mortems” to see beyond the numbers.
The best leaders aren’t just decisive. They’re considered. They take people with them, not just tasks. When empathy meets influence, workplaces become more human, more fair, and more resilient.
