Recently, a top manager from a major media company told me that being a leader can sometimes feel truly thankless. And indeed, the demands on “great leaders” are endless. Everywhere, including on this platform, you constantly read about what makes a good leader: They should be empathetic, positive, and empowering. They should listen well and always make the other person feel like the most important person in the world. They should show compassion and attend to the needs of their employees. I, myself, have always had plenty of tips for even better leadership.

Here’s a small excerpt:
“If you want to lead, you must like people.”
“Good leadership means activating—not controlling.”
“True leaders show vulnerability—not just strength.”

Of course, all of this is true—and anyone who becomes a leader should be aware of and embrace this responsibility for people. And yes, many will argue that the role also comes with privileges: higher pay, access to information, a bigger office, better development opportunities, and so on.

At the same time, we should never forget that team leaders, department heads, division leaders, and executives are human too. Far too rarely is anyone asked how they are actually doing. How are they coping with the constant performance pressure and the ever-increasing demands of the business? I see many leaders who genuinely strive to create a positive team atmosphere, build real connections with their employees, coach and support them, never forget a birthday, and are even there for personal crises. The team spirit is positive, the team is engaged, and the individual feels seen. But who sees the leader? Who coaches the coach? And who is there for them when they have to make far-reaching decisions that keep them awake at night, when major clients leave and no new ones are in sight, or when endless business trips strain their own marriage?

In many cases, there is a lack of a network of like-minded peers or mentors with whom these challenges can be discussed. This isolation can lead to increased emotional strain and even depression.

Studies show that the greater the responsibility within an organization, the lonelier people tend to feel. At the top, it can be very lonely.

That’s why empathy and appreciation should not only apply to employees, but also to leaders. Leaders should not only provide support—they should also receive the support they need for their own development and well-being.

This post was published by Wolfgang Jenewein on LinkedIn on August 25, 2025. Zum Original-Beitrag