{"id":61778,"date":"2022-08-01T02:00:00","date_gmt":"2022-08-01T02:00:00","guid":{"rendered":"https:\/\/www.talogy.com\/?p=61778"},"modified":"2026-10-06T08:24:42","modified_gmt":"2026-10-06T08:24:42","slug":"the-future-of-work-6-ways-to-demonstrate-people-centred-leadership","status":"publish","type":"post","link":"https:\/\/talogy.com\/en-ae\/blog\/the-future-of-work-6-ways-to-demonstrate-people-centred-leadership\/","title":{"rendered":"6 ways to demonstrate people-centred leadership"},"content":{"rendered":"\n

Expectations of leaders have shifted and employee preferences are changing as work-life balance<\/a> becomes more of a demand than fringe benefit. Leaders can no longer get away with taking a strictly business mentality \u2013 they must account for their employees as unique individuals, not robots with zero feelings or external pressures.<\/p>\n\n\n\n

As a result, people-centred leadership has become more of a focal point. Not only are employees demanding an end to toxic leadership behaviours<\/a>, but they are asking that leaders bring a level of intention and consideration to the role. So how does\u00a0people-centred leadership<\/strong> become engrained within an organisation and why is it one of the\u00a0top skills for leaders<\/a>\u00a0to put into practice?<\/p>\n\n\n\n

People-centred leadership in practice <\/h2>\n\n\n\n

Overall, the call for leaders to adopt a more people-focused, or employee-centred leadership style, has grown increasingly louder. At the same time of course, leaders must balance this with the necessity of delivering organisational success and, where required, driving business transformation. <\/p>\n\n\n\n

Talogy\u2019s research<\/a> highlights behaviours that leaders need to focus on to provide more people-centric leadership. Interestingly, a key insight from our research was that employees and leaders reported that the leadership behaviours that drive organisational results are the same behaviours that create a positive employee experience. The six key behaviours we\u2019ve identified each directly meet a core need employees have at work.<\/p>\n\n\n\n

1. Inspiring, motivating, and engaging people<\/h3>\n\n\n\n

Many employees are looking for organisations that have an inspiring purpose and vision that they can personally engage with through their work. People-centred leaders focus on creating this meaning and purpose for employees \u2013 giving them a \u2018why\u2019 to their work and providing a clear line of sight between what they do and the overall goals of the organisation. Scientific research indicates that meaningful work is strongly associated with employees having higher work engagement<\/a>, commitment, and job satisfaction. <\/p>\n\n\n\n

2. Empowering people to deliver<\/h3>\n\n\n\n

With many teams now functioning in a hybrid or remote workplace, it is more important than ever that leaders empower their employees by putting their trust in them to find the best way to achieve organisational goals. People-centred leaders recognise the complex problems employees are facing today can no longer be solved by the \u2018heroic leader\u2019 that always has all the answers. It\u2019s okay for there to be a level of vulnerability in leadership<\/a> because they are human like everyone else.<\/p>\n\n\n\n

From an employee perspective, this is also important because autonomy is a fundamental psychological need. Research suggests that leaders who adopt an empowering leadership style are more likely to have positive, motivated employees<\/a> who perform better.  <\/p>\n\n\n\n

3. Fostering collaboration, trust, and respect<\/h3>\n\n\n\n

For organisations that have moved to a hybrid or remote working model, leaders face a challenge in terms of building and maintaining collaboration. People-centred leaders work to find the most effective ways to foster team spirit, connection, and inclusion between team members working remotely. This is important because feeling a sense of relatedness is another basic psychological need<\/a> that helps encourage intrinsic motivation<\/a> at work. Beyond this, people-centred leadership requires managers and executive leaders to think carefully about which activities may benefit from being worked on in-person versus in a remote setting. <\/p>\n\n\n\n

4. Demonstrating authentic leadership characteristics<\/h3>\n\n\n\n

Now more than ever, there is increased focus and expectations around a leader\u2019s character and values. Being open, authentic, and honest, as well as demonstrating a clear moral compass are essential ingredients to build trust, loyalty, and commitment in the workplace. Leaders who behave unethically \u2013 such as lying or treating people unfairly \u2013 lose credibility quickly with their employees.<\/p>\n\n\n\n

A leader\u2019s own integrity and behaviour is also important for setting standards within the organisation to help build an inclusive culture that embraces cross-cultural leadership<\/a>. Therefore, people-centred leaders need to be accountable for setting the right example for employees to follow. <\/p>\n\n\n\n

5. Coaching and developing people<\/h3>\n\n\n\n

To address the challenge of retaining talent, people-centred leaders proactively look for opportunities to help employees grow and develop within their organisation. People are more likely to feel intrinsically motivated when their role provides them with an opportunity to build their competence and mastery \u2013 a third basic psychological need. <\/p>\n\n\n\n

Additionally, effective coaching<\/a> from leaders should also increase individual and team performance. Leaders should provide regular, constructive guidance and feedback to help individuals build on their personal strengths and improve their development areas. <\/p>\n\n\n\n

6. Showing empathy and compassion<\/h3>\n\n\n\n

Leaders have a critical role to play when it comes to wellbeing in the workplace<\/a> <\/strong>and work-life balance. The most effective people-centred leaders can recognise the emotional stress and anxiety that individuals and teams are under and respond by showing genuine care and concern towards their challenges.<\/p>\n\n\n\n

Leading with empathy and compassion is important because, according to a report from the UK Chartered Institute for Personnel & Development, stress remains one of the leading causes of absence at work<\/a>, and management style has been identified as one of the most common causes of stress by employees. <\/p>\n\n\n\n

The impact of people-centric leadership in the workplace <\/h2>\n\n\n\n

These six attributes lie at the heart of effective people-centred leadership, according to both employees and leaders themselves. Each of these attributes supports a core need which employees have in their work: to have purpose and meaning, autonomy, connectedness, trust, opportunity to develop, and genuine concern for their wellbeing. For many leaders, this will require them to reflect, adjust, and evolve their approach to be successful in the future. <\/p>\n\n\n\n

Leaders who can demonstrate these qualities consistently will be well prepared to provide a more people-centred leadership approach moving forward. In turn, this will enable leaders to navigate the key challenges they are likely to face in the future and help them achieve sustainable success both for the organisation and their employees. <\/p>\n\n\n\n

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Leading in the future world of work<\/h2>\n\n\n\n

As the world of work continues to change, the role and attributes of leaders continues to be debated and reviewed.<\/h3>\n\n\n\n

What are the most important changes and opportunities brought on by Covid-19, resulting in the biggest global leadership challenge in decades? Download our research report now and explore our insights into four critical leadership themes:   <\/p>\n\n\n\n