Leading with empathy: a double-edged sword for millennial managers?

This narrative literature review explores the complexity of empathic leadership among millennial managers who are increasingly assuming leadership roles. While empathic leadership is often linked to improved employee wellbeing, psychological safety, and organisational citizenship, it is also associated with emotional labour and burnout. This may be more pronounced among leaders who prioritise inclusivity and emotional intelligence. Drawing on 65 peer-reviewed sources published between 2020 and 2024, this review identifies themes related to the benefits and challenges of empathic leadership. The findings reveal a duality whereby empathy enables innovation and team cohesion. At the same time, the emotional toll of sustained empathy, exacerbated by intergenerational expectations and hybrid working, can result in fatigue and psychological strain. This review also evaluates whether such emotional burdens are unique to millennials or reflective of the broader population. The review considers generational explanations but finds limited direct comparative evidence. This suggests that empathic strain may reflect broader shifts in managerial expectations. Overall, the evidence does not support any claim that this challenge is unique to any one generation. The study proposes a perspective that illustrates the double-edged nature of empathic leadership and suggests organisational strategies to support leaders who face these conditions. These include emotional intelligence upskilling and clearer role boundaries within organisational structures. This review also highlights the realities of leading with empathy and calls for greater organisational attention to sustainable leadership practices.