Empathetic leadership and communities of practice for a high-quality, dignified work

Abstract

The present political and social troubled times, as well as the pandemic, have changed the way people live and work, accelerating trends already previously emerging in the workplace.
What is called by many “the great resignation” could also be defined as “the great reflection”, to be understood as a time in which workers reevaluated their priorities, deciding to leave their jobs to find a “healthier” and more satisfying work environment.
This new framework of work represents a challenge for pedagogy, which is called to rethink and redesign organizational models aimed at the full human fulfillment and an integral development of the person.
From a pedagogical point of view, the present contribution advances the hypothesis that a new style of supportive leadership is deemed necessary, one which is able to embrace empathy and compassion by combining them with action. Such a leadership style could allow the activation of communities of practice able to develop organizational solidarity, thereby sharing purposes, practical knowledge, meanings and languages.