Kindness in Leadership: How Gentle Actions Create Stronger Teams (and a Stronger York)
When people in York, PA talk about “good leadership,” we usually mention vision, strategy, and results. But there is another, quieter skill that research keeps pointing to: kindness.
Across industries and countries, studies are finding that leaders who consistently show kindness, empathy, and respect create healthier, more innovative, and more resilient organizations. And that matters here in York – in our schools, health systems, small businesses, and neighborhood nonprofits – just as much as it does in big-city boardrooms.
Below is a friendly, research-backed look at why kindness is a leadership superpower, and how we can practice it right here in York.
What Kindness in Leadership Really Means
Kindness is not about being “nice” or avoiding hard conversations.
Research on compassionate and empathetic leadership emphasizes being present, direct, transparent, and human – especially when things are difficult.
Leadership experts describe it this way:
Brené Brown reminds us that “clear is kind; unclear is unkind,” arguing that avoiding honest feedback to keep people comfortable often creates more harm in the long term.
Adam Grant’s work on “givers” shows that leaders who focus on contributing value – not just claiming it – build teams where the “whole is greater than the sum of the parts.”
Simon Sinek famously says that leadership is not about being in charge, but “about taking care of those in your charge,” centering empathy and responsibility over status.
Kindness in leadership looks like:
Offering honest feedback with care instead of criticism or silence
Making time to listen to people’s realities – at work and at home
Holding boundaries and accountability without shaming
Treating every person – from intern to CEO – with dignity
This is not softness. It is skill.
The Data: Why Kindness is Good for People and Performance
Researchers are now measuring what many of us have seen in real life: kind leadership improves both human well-being and organizational outcomes.
Some key findings:
A 2024 study on “kindness leadership” found that it significantly improves workplace well-being and reduces stress.
Harvard Business Review has reported that compassionate leadership – being present, courageous, direct, and human – is linked to lower burnout and better performance.
Research cited by Randstad and HBR suggests empathetic leadership can increase employee engagement by about 20% and productivity by about 17%.
Articles from Greater Good Science Center and Forbes show that generous, helpful workplace cultures are associated with higher profitability, stronger client relationships, and more sustainable growth.
A global review on kindness at work notes that even small acts of generosity measurably improve people’s mood and sense of belonging.
In plain language: kindness is not a “nice to have.” It is a strategic advantage.
When leaders show genuine care, people are more likely to stay, to speak up, to share ideas, and to go the extra mile – not out of fear, but out of trust.
How Brown, Grant, and Sinek Help Us Rethink Leadership
Each of these thinkers offers a different doorway into kind leadership.
Brené Brown: Vulnerability and Clear Conversations
Brown’s research shows that we cannot be courageous leaders without being vulnerable – willing to admit we don’t know, to apologize, and to have uncomfortable conversations.
Applying her wisdom in York might look like:
A manager on Market Street admitting, “I got this wrong – here’s how we’ll fix it together.”
A school leader naming hard truths about equity or resources, while staying open to feedback.
A nonprofit director at a local arts organization having direct but caring performance conversations instead of letting frustration quietly build.
Clear is kind. Confusion, avoidance, and mixed messages are not.
Adam Grant: Generosity with Boundaries
Adam Grant’s work on “givers, takers, and matchers” shows that generous leaders who help others without obsessing over what they get back help create more collaborative and successful teams.
But he also warns that “indiscriminate” giving – saying yes to everything – can lead to burnout.
In York workplaces, generous leadership might look like:
Making introductions for a junior colleague to someone in your network
Sharing credit widely when a project succeeds
Coaching an employee through a mistake instead of quietly writing them off
And at the same time:
Setting clear boundaries so your kindness is sustainable
Saying “no” when necessary, with transparency and respect
Simon Sinek: Empathy and Taking Care of Your People
Simon Sinek argues that empathy and perspective are non-negotiables for great leaders – the ability to understand what people are experiencing, not just judge their performance.
Here in York, empathy in leadership might look like:
A warehouse supervisor near the industrial parks adjusting schedules to support caregivers
A restaurant owner downtown listening when staff share safety or mental health concerns
A healthcare leader recognizing emotional fatigue and investing in support, not just efficiency
When leaders consistently “take care of those in their charge,” trust grows – and so does loyalty.
Kind Leadership in York, PA: Everyday Practices
You do not need a big title to lead with kindness. You only need a sphere of influence – a team, a classroom, a neighborhood, a committee, a family.
Here are a few simple, concrete ways to practice kind leadership in York:
Start Meetings with Humans, Not Agendas
Before jumping into numbers, ask, “What’s one word for how you’re arriving today?” This small check-in can change the tone of a whole meeting – whether you are at a downtown bank, a West York school, or a nonprofit near Royal Square.
Offer Specific Appreciation
Instead of “great job,” say, “Your attention to detail on that member email prevented confusion – thank you.” Research shows specific recognition is more motivating and builds stronger relationships.
Be Honest, Early, and Kind
If something is not working, don’t wait until a performance review. Following Brown’s “clear is kind” principle, talk about it directly, with compassion and curiosity.
Protect Time for People, Not Just Tasks
In small businesses along Pennsylvania Avenue or cafés near Central Market, schedules can be hectic. Even 10 minutes of undistracted listening can make someone feel seen and supported.
Design Policies That Reflect Care
Whether you’re running a York nonprofit or a local manufacturing team, look at your policies through a kindness lens:
Are breaks realistic?
Are expectations clear?
Do people have a safe way to raise concerns?
Model Repair
When you mess up – snap at someone, forget to include a voice, overlook a contribution – name it and apologize. Leaders who repair trust show that kindness is not about perfection; it is about responsibility.
The Ripple Effect for Our City
Acts of leadership kindness ripple through York more than we realize.
A kind supervisor at a call center helps someone have more patience with their family at home.
A compassionate principal in a local school influences the way children learn to treat each other.
A thoughtful project manager at a West Manchester company makes it safer for people to share ideas, leading to better solutions for customers.
Research on kindness in workplaces shows that even small acts can spread, creating cultures where generosity and care become the norm, not the exception.
That is exactly the kind of ripple effect Yorkind believes in: small, intentional choices that make our city braver, more connected, and more humane.
A Gentle Invitation
If you lead people in any way – a team, a classroom, a congregation, a project, a family – you are in a powerful position to shape how kindness feels in York, PA.
You do not have to be perfect. You do not need a new job title. You can begin with one choice today:
One clear and caring conversation
One act of generous mentorship
One moment of real empathy when it would be easier to rush past
As Adam Grant puts it, every interaction is a chance to either claim value or contribute it. Kind leadership chooses contribution – and trusts that, over time, everyone (including the business) is better for it.
And that is how kindness in leadership becomes more than a nice idea. It becomes part of the way York leads, works, and lives.
