{"id":{"repo_id":"vcu","oai_identifier":"oai:scholarscompass.vcu.edu:etd-1539"},"canonical_url":"https://search.dev.ndltd.org/etd/vcu/oai:scholarscompass.vcu.edu:etd-1539","repository":{"repo_id":"vcu","name":"Virginia Commonwealth University","base_url":"https://scholarscompass.vcu.edu/do/oai/"},"display":{"title":"INTERACTIVE EMPATHY AND LEADER EFFECTIVENESS: AN EVALUATION OF HOW SENSING EMOTION AND RESPONDING WITH EMPATHY INFLUENCE CORPORATE LEADER EFFECTIVENESS","abstract":"Empathy has been shown to be a very powerful social and work ability. This study surveyed 754 employees of a privately held eastern United States company, and incorporated annual performance evaluations to empirically link interactive empathy to leader performance of 102 leaders. Data was collected from the leader’s followers, peers, and supervisors and from self-report personality evaluations. The results of this study show that leaders that are willing to engage their followers with empathic displays are seen as better leaders from their supervisors and have more engaged employees. Other contributions of this study include validation of the interactive empathy scale in a corporate environment and empirical support to show how interactive empathy adds incremental explanatory power of leader’s performance above and beyond that explained by personality. Directions for future research and practical implications of these results are also offered.","abstract_html":"Empathy has been shown to be a very powerful social and work ability. This study surveyed 754 employees of a privately held eastern United States company, and incorporated annual performance evaluations to empirically link interactive empathy to leader performance of 102 leaders. Data was collected from the leader’s followers, peers, and supervisors and from self-report personality evaluations. The results of this study show that leaders that are willing to engage their followers with empathic displays are seen as better leaders from their supervisors and have more engaged employees. Other contributions of this study include validation of the interactive empathy scale in a corporate environment and empirical support to show how interactive empathy adds incremental explanatory power of leader’s performance above and beyond that explained by personality. Directions for future research and practical implications of these results are also offered.","abstract_has_math":false,"creators":["Burch, Gerald"],"institution":null,"degree_name":"Doctor of Philosophy","degree_level":"Dissertation","degree_discipline":"Business Administration","degree_department":null,"school":null,"contributors":["Ronald Humphrey"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2013,"date_issued":"2013-07-31T07:00:00Z","date_published":"2013-07-31T07:00:00Z","updated_at":"2026-07-24T05:54:02Z","subjects":["empathy","engagement","leadership","Business","Business Administration, Management, and Operations"],"languages":[],"rights":["© The Author"],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["https://scholarscompass.vcu.edu/etd/540"],"render_values":[{"text":"https://scholarscompass.vcu.edu/etd/540","href":"https://scholarscompass.vcu.edu/etd/540","code":true}]}]},"links":{"outbound_url":"https://doi.org/10.25772/VF85-KR44","outbound_label":"DOI","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Ronald Humphrey"]},{"key":"dc:creator","label":"Author","values":["Burch, Gerald"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2018-08-22T07:00:00Z"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Business Administration"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Doctor of Philosophy"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["empathy","engagement","leadership","Business","Business Administration, Management, and Operations"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:rights","label":"Dc Rights","values":["© The Author"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://doi.org/10.25772/VF85-KR44","https://scholarscompass.vcu.edu/etd/540"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Empathy has been shown to be a very powerful social and work ability. This study surveyed 754 employees of a privately held eastern United States company, and incorporated annual performance evaluations to empirically link interactive empathy to leader performance of 102 leaders. Data was collected from the leader’s followers, peers, and supervisors and from self-report personality evaluations. The results of this study show that leaders that are willing to engage their followers with empathic displays are seen as better leaders from their supervisors and have more engaged employees. Other contributions of this study include validation of the interactive empathy scale in a corporate environment and empirical support to show how interactive empathy adds incremental explanatory power of leader’s performance above and beyond that explained by personality. Directions for future research and practical implications of these results are also offered."]},{"key":"dc:title","label":"Title","values":["INTERACTIVE EMPATHY AND LEADER EFFECTIVENESS: AN EVALUATION OF HOW SENSING EMOTION AND RESPONDING WITH EMPATHY INFLUENCE CORPORATE LEADER EFFECTIVENESS"]}]}],"canonical_facts":{"dc:contributor":["Ronald Humphrey"],"dc:creator":["Burch, Gerald"],"dc:date.available":["2018-08-22T07:00:00Z"],"dc:description.abstract":["Empathy has been shown to be a very powerful social and work ability. This study surveyed 754 employees of a privately held eastern United States company, and incorporated annual performance evaluations to empirically link interactive empathy to leader performance of 102 leaders. Data was collected from the leader’s followers, peers, and supervisors and from self-report personality evaluations. The results of this study show that leaders that are willing to engage their followers with empathic displays are seen as better leaders from their supervisors and have more engaged employees. Other contributions of this study include validation of the interactive empathy scale in a corporate environment and empirical support to show how interactive empathy adds incremental explanatory power of leader’s performance above and beyond that explained by personality. Directions for future research and practical implications of these results are also offered."],"dc:identifier":["https://doi.org/10.25772/VF85-KR44","https://scholarscompass.vcu.edu/etd/540"],"dc:rights":["© The Author"],"dc:subject":["empathy","engagement","leadership","Business","Business Administration, Management, and Operations"],"dc:title":["INTERACTIVE EMPATHY AND LEADER EFFECTIVENESS: AN EVALUATION OF HOW SENSING EMOTION AND RESPONDING WITH EMPATHY INFLUENCE CORPORATE LEADER EFFECTIVENESS"],"thesis:degree_discipline":["Business Administration"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Doctor of Philosophy"]},"updated_at":"2026-07-24T05:54:02Z"}