Jacinda Ardern became the role model for a new kind of power: At 37, the world’s youngest Prime Minister, a mother during her time in office, and a crisis manager through terror attacks, pandemics, and earthquakes — and then: resignation. Not because she had to, but because she wanted to. Or rather: no longer could. “I no longer feel I can do the job justice,” she said. No burnout, no PR strategy. Just honesty. In her recently published book, she calls it a different kind of power. Kindness plays the central role.
And yet? In many places, we’re moving backwards: Leadership once again means toughness. Control. Cracking down. Scaling back diversity programs. Across the world — and even within major corporations in the heart of Europe.
So, what now? Perhaps it’s time to listen to those who have long embraced a different understanding of leadership.
People like Lunia Hara.
Empathy is not a feeling — it’s a stance
Lunia Hara is the author of the book “Empathische Führung”, coach, and entrepreneur. But more than anything, she’s someone who looks at things with radically honest eyes. “Empathy is not the opposite of clarity,” she says. “I’m allowed to say: I’m disappointed. I’m allowed to express expectations. But I also need to ask: What’s the right moment? And what does the other person need in order to grow?”
“It’s not about being soft or hard. It’s about relationship and responsibility.”
This is not a feel-good exercise. It’s a stance.
Not a feel-good strategy
“Empathy is the bridge,” says Lunia. “But the goal is compassion. And compassion means: I want to take action to ease someone’s pain — even in a corporate setting.”
Because if you don’t understand what your employees truly need, you risk losing them. Or you end up paying the price — in sick days, quiet quitting, or resignations rooted in mental exhaustion.
“Too many leaders simply say: There’s no raise. Period. But that’s not empathy. Empathy would mean explaining why — and then exploring together what could be possible in the future. That way, the person still feels seen, even if their wish isn’t granted right away.”
Compassion isn’t a feel-good strategy — it’s a leadership responsibility.
As Lunia Hara puts it: “We can’t keep people in a constant state of high alert and still expect peak performance.”
Leadership doesn’t start in the office — it starts much earlier
For Lunia, good leadership doesn’t begin at work — it starts in childhood. Not because parents make bad bosses, but because our understanding of relationships, power, and trust is shaped there. In her book, she draws a clear parallel: “Parents are supposed to support their children, guide them, give them security — without controlling them. Just like good leaders.” The foundation? Self-reflection.
“I need to know: Where do my values come from? What did I learn about power and trust growing up? Only then can I lead — at work, and as a parent.” Those who never question these patterns will repeat them — at the dinner table and in the boardroom.
Leading with fear? Leads us in the wrong direction
It’s a troubling trend: In times of crisis, control tightens. Governments, corporations, institutions fall back on command-and-control. They say: “People need clear instructions.” But what’s often meant is: Fear as a tool for discipline. “That might work in the short term — especially when people are already feeling insecure. But they’ll only stay quiet as long as they have no other option,” warns Hara.
And that’s dangerous. Because when people feel unsafe — politically or professionally — something fundamental breaks: the sense of belonging. What follows: cynicism, disengagement, withdrawal. “People who live in fear may obey. But they won’t give their best.”
Now, in times of multiple overlapping crises — climate, war, AI, exhaustion — we need the opposite: Leadership that listens. That takes people seriously. That asks: How can I provide safety without controlling others?
Because those who lead with fear get compliance — not commitment.
Lunia Hara believes that, in general, leaders carry a fundamental responsibility: “Leadership isn’t just an internal corporate act. It has social consequences. Many of the crises we face today — from climate failure to the trust crisis — are the result of poor, irresponsible leadership.”
Why companies need empathy
- In 2023, over 150 million workdays were lost due to mental health issues (Source: DAK).
- Studies show: Leaders are the #1 factor impacting employee mental health.
- Young talent prefers transparent communication and appreciation (Source: Deloitte Millennial Survey).
- “People don’t quit jobs – they quit bosses.”
- Google’s "Project Aristotle" found that teams with psychological safety are more creative, productive, and loyal.
Why empathetic leadership empowers women
- Fair opportunities instead of power games
Empathy puts an end to dominance and creates space for real collaboration. - New role models
Women no longer have to adapt — they can lead as they are: clear, caring, and decisive. - Care as a leadership skill
What women often bring from care work becomes a sought-after resource in the workplace. - Greater visibility
Empathic leadership creates role models — and encourages others to follow. - Transformation over conformity
It transforms work culture and makes diversity the new norm.
Bottom line: The future leads with kindness
Jacinda Ardern calls it “a different kind of power”.
Lunia Hara says: “Empathy can be learned. It starts with a question: What do you need?”
And that’s the point: Not a trend. Not a weakness. Not a “women’s issue.” But perhaps the most vital leadership skill of our time. Because only people who feel seen will stay. And only people who grow can change systems.
About Lunia Hara
Lunia Hara is a thought leader in modern leadership and the author of “Empathische Führung”. With a background in project and diversity management at Diconium, she brings a deep understanding of how inclusive, emotionally intelligent leadership can shape better workplaces. Today, she supports companies and executives in building human-centered cultures that foster connection, clarity, and long-term impact.
