There is increasing evidence that toxic interpersonal leadership practices and behavior cause serious problems for employees, organizations, and society (Kraskikova, Green, & LeBreton, 2013; Schyns & Schilling, 2013). The empathy–altruism hypothesis (e.g., Batson & Oleson, 1991) suggests that an empathic response is a necessary component in human prosocial behaviors with important implications for both leaders and organizations today. Many studies support a link between empathy (empathetic distress, empathic concern, and perspective-taking) and prosocial engagement (Zak, 2018), as well as a significant association between lack of perceived caring and warmth of leaders and adverse emotional, behavioral, and health outcomes in employees (Nowack, 2016). In this article, we explore the value of empathy as a set of behaviors to mitigate the association between toxic interpersonal leadership practices and negative individual and organizational outcomes (e.g., retention intentions, disengagement, psychological well-being). In our summary, we suggest specific evidence-based interventions for practitioners and organizations to promote empathy-enhancing antidotes to such toxic leadership practices.

Leaders who demonstrate caring and empathy contribute to positive outcomes on employee engagement, performance, and retention. Specific individual and organizational interventions are suggested for enhancing empathetic concern, perspective-taking, and caring in leaders at all levels.

In the world of work, people are largely subjected to “arranged marriages” with supervisors, direct reports, and colleagues, and sometimes these relationships can be challenging if a person is toxic. This can be especially difficult if such a person is a boss or coworker. Evidence suggests that people are more willing to put up with likable but...