Not Soft, Strategic: Empathy as a Hard Edge Leadership Skill in Local Government

Empathy-driven leadership is rapidly emerging as a must-have competency for local governments navigating crises, political dysfunction, and community strain, because it directly shapes performance, retention, and public trust. When leaders create psychological safety- where employees can voice concerns and admit mistakes without fear of reprisal- teams collaborate more openly and adapt faster to complex problems. By embedding emotional intelligence, trauma-informed practices, and wellness supports into hiring, training, and promotion systems, city agencies build resilient workplaces that not only keep essential services running, but also model the humane, trustworthy government residents are desperate to see.

When the environment feels unstable and the systems that support our communities falter, leadership cannot rely solely on hierarchy or procedure. Instead, we must lead with empathy rooted in emotional intelligence. Empathy is not a soft skill; it is a strategic tool that enables leaders to navigate crises effectively. In local government operations, where services touch lives daily, understanding the emotional and psychological state of employees and constituents is non-negotiable. The ability to recognize when a colleague is struggling, or when a team is experiencing burnout, can mean the difference between a productive, functioning department and one that falters under pressure.

Research by the Center for Creative Leadership highlights that managers who demonstrate empathy toward direct reports are viewed as better performers by their bosses, with 92% of HR professionals identifying empathy as critical to retention and engagement (Gentry et al. 2016)¹. In our local agencies, where staff often wear multiple hats and respond to volatile community needs, this finding is particularly relevant. When employees feel seen and heard, they are more likely to bring their full selves to their work, especially during times of widespread disruption. As managers, tapping into our own humanity to reach others does not make us vulnerable - it makes us effective.

Creating Psychological Safety in Collaborative Environments

When collaborating on projects amid external chaos or organizational uncertainty, the presence or absence of psychological safety will influence outcomes more than most technical factors. Teams that do not feel safe to express concerns, challenge ideas, or admit mistakes will either shut down or disengage entirely. City leaders must foster environments where it is safe to be honest, even when the truth is uncomfortable. Psychological safety, a term developed by Harvard professor Amy Edmondson, refers to a shared belief among team members that it is acceptable to take interpersonal risks without fear of negative consequences (Edmondson 1999)².

In practice, this means that during a contentious meeting or a deadline-driven project, we resist the temptation to correct or dismiss others too quickly. Instead, we ask clarifying questions, acknowledge frustrations, and model vulnerability. For example, saying, "I'm struggling to make sense of this issue too, but let's work through it together," can shift the energy in the room. This type of engagement not only humanizes leaders, but it also builds a culture of trust that sustains collaboration even when external circumstances are overwhelm