Empathetic Leadership in Managing Generation Z

Katarzyna Olszyńska, Ernest Górka, Michał Ćwiąkała, Dariusz Baran, Kamil Saługa, Daniel Zawadzki, Monika Wyrzykowska-Antkiewicz, Jan Piwnik and Maciej Ślusarczyk

EconStor Open Access Articles and Book Chapters, 2026, vol. 29, issue 1, 629-639

Abstract: Purpose: This paper examines the relationship between leadership style, feedback practices, and the mental well-being of younger employees in contemporary organizations. It focuses particularly on Generation Z and analyzes how empathetic management and future-oriented feedback may better address the psychological and professional needs of this cohort. The study also considers intergenerational differences in the workplace and their implications for leadership effectiveness.. Design/methodology/approach: The study adopts a conceptual research approach based on a critical review of literature on generational diversity, emotional intelligence, mental well-being, and feedback practices. The analysis integrates perspectives from leadership studies, organizational behavior, and employee well-being research. Particular attention is given to empathetic leadership and the Feed Forward model as tools for supporting younger employees. Findings: The analysis suggests that effective management in the 21st century requires adapting leadership styles and communication practices to the distinct expectations of different employee generations. Generation Z appears to be more vulnerable to stress, anxiety, and reduced psychological resilience, which increases the importance of supportive leadership and psychologically safe work environments. The findings indicate that empathetic leadership and future-oriented feedback may enhance motivation, engagement, and mental well-being among younger employees. Research limitations/implications: The study is conceptual and based primarily on literature analysis rather than empirical testing. Future research could include cross-generational comparative studies, industry-specific analyses, and empirical assessments of the impact of empathetic leadership and Feed Forward practices on employee well-being and performance. Additional research could also explore the long-term effects of feedback style on resilience and retention among younger workers. Practical recommendations: Organizations should adapt leadership and communication practices to the needs of a multigenerational workforce. Managers should strengthen empathetic leadership competencies and use feedback methods that reduce defensiveness and support growth, particularly in relation to younger employees. Regular, constructive, and future-oriented feedback may improve employee development, workplace relationships, and mental well-being.

Keywords: Empathetic leadership; Feedback; Feed Forward; Generation Z; mental well-being; multigenerational workforce (search for similar items in EconPapers)
JEL-codes: J24 J28 M12 M14 (search for similar items in EconPapers)
Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:zbw:espost:339722

DOI: 10.35808/ersj/4336

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