Table 3.
Health-care professionals’ and leaders’ experiences and perceptions of compassionate leadership
| Descriptive themes (n = 55) | Sub-themes (n =18) | Analytical themes (n = 7) |
|---|---|---|
| Treating professionals as human beings Focusing on the personality of individuals and knowing them A feeling that private needs are met |
Leader considers individuality | Treating professionals as individuals with an empathetic and an understanding approach |
| Showing empathy Having emotional intelligence Being compassionate towards professionals Not receiving empathy or being allowed to show negative feelings |
Leader considers empathy | |
| The feeling that professionals are being understood Being aware of the work and its demands The burden of understanding Missing or inadequate understanding |
Leader considers understanding | |
| Professionals feeling heard Mutual listening |
Skills in listening | Building a culture for open and safe communication |
| Sincere conversations Promotes communication and information sharing Difficulties in communication |
Encourages open and authentic discussion | |
| Being attentive and physically present at the workplace Knowing what is going on in the work unit Working in cooperation with professionals |
Presence and participation | Being there for professionals |
| Being easy to approach Difficulties in approachability Being open to different views Personal virtues of the leader |
Being approachable and open | |
| Supporting the combining of work and personal life Being helpful Giving support to professionals |
Personalised support | Giving all-encompassing support |
| Supporting professional development Building the confidence and resilience of professionals Challenging professionals in a positive way, giving positive and constructive feedback Support is lacking or inadequate |
Support in professional growth | |
| Giving appreciation Giving recognition Making professionals feel valued Making professionals feel empowered Encouraging professionals |
Making professional feel meaningful | |
| Acting as a role model and leading by example Demonstrating compassionate care Impulsive and inconsistent leading |
Being a mentor and a good example | Showing the way as a leader and as a strong professional |
| Solving problems and resolving conflicts Sensitive approach to mistakes | Open and transparent handling of difficult situations | |
| Standing up for professionals Acting as a professional |
Being advocative and a fair professional | |
| Actively promoting teamwork Recognition and use of team members’ strengths Not recognising employee or team strengths |
Knowledge of the team and use of the team in an adequate way | Building circumstances for efficient work and better well-being |
| Building an environment of respect Building a united work community Improving the quality of care and patient safety |
Enhancing the operational environment | |
| Improving contentment and decreased risk of burnout Improved manager–staff relationships |
Relation to overall well-being | |
| Having experience in leadership Having leadership education and personal development |
Building compassionate leadership skills | Growing into a compassionate leader |
| To know oneself and taking care of oneself The ability to be self-compassionate |
Having self-help abilities |
Source: Authors’ own work