Whither compassionate leadership? A systematic review

May combine two claims.

Past studies on compassionate leadership have been mostly in the field of health and medical industry, demonstrating a significant gap in the business domain.

“Past studies on compassionate leadership have been mostly in the field of health and medical industry demonstrating a significant gap in the business domain.”

• cites Balasubramanian and Fernandes 2022 sourceCould not verify

  Section 3.2.1 discusses compassion and care in crisis leadership, and the Introduction describes crisis-leadership research as limited and fragmented. Neither passage says that compassionate-leadership studies have been mostly in health or medicine, or establishes a corresponding gap in business research. Searches for those sector comparisons found no supporting passage in our copy; page numbers were unavailable. (LLM, conf=0.75)

  Experimental — accuracy not yet measured

Probably not a substantial claim: may not pass S3 (load-bearing).

Leader's narcissism is negatively associated with servant leadership behaviour.

“Narcissism was negatively associated with servant leadership”

• cites Brouns et al. (2020) sourceSupported

Classified as probably not a substantial claim.

Leaders' self-assessment of compassionate love is positively correlated with servant leadership behaviour as perceived by employees.

“Leaders’ self-assessment of compassionate love was positively co-related with the servant leadership behaviour as perceived by the employees”

• cites Brouns et al. (2020) sourceSupported

Classified as probably not a substantial claim.

Emotional Skills Cultivation Training (ESCT) is related to significant improvement in managers' sense of compassion.

“Emotional Skills Cultivation Training (ESCT) was related to significant improvement in managers sense of compassion”

• cites Paakkanen et al. (2021) sourceSupported

Probably not a substantial claim: may not pass S3 (load-bearing).

Compassion and care create a sense of togetherness during a crisis.

“Balasubramanian and Fernandes (2022) pointed out that compassion and care create a sense of togetherness during a crisis.”

• cites Balasubramanian and Fernandes 2022 sourceSupported

Classified as probably not a substantial claim. May combine two claims.

A systematic review is more rigorous than literature reviews, is scientific, transparent, replicable and limits the subjectivity and bias of the researchers.

“It is a methodology that is more rigorous than literature reviews, is scientific, transparent, replicable and limits the subjectivity and bias of the researchers (Kuckertz and Block 2021; Pizzolitto et al. 2022; Tranfield et al.2003).”

• cites Kuckertz and Block 2021 sourcePartly supported

  The paper’s introductory passage (listed under Abstract; page unavailable) says systematic literature reviews aim to make literature selection more transparent and minimize subjectivity compared with unsystematic reviews. Section 8 discusses rigorous, method-led analysis, but treats it as something an SLR may employ rather than an automatic property. The copy does not establish that SLRs are inherently more rigorous or replicable, or that they limit researcher bias beyond study selection. (LLM, conf=0.86)

  Experimental — accuracy not yet measured
• cites Pizzolitto et al. 2022 sourcePartly supported

  The Methodology section describes systematic literature reviews as following a rigorous protocol that limits authors’ interpretation to increase objectivity, supporting the rigor and reduced-subjectivity parts of the claim. It does not explicitly compare them with other literature reviews or establish the broader claims that they are scientific, transparent, and replicable. No page number is available in our copy. (LLM, conf=0.84)

  Experimental — accuracy not yet measured
• cites Tranfield et al. 2003 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Kuckertz and Block (2021) and Fisch and Block (2018) acknowledge a lack of clear guidelines and provide the criteria for reviewing articles in management and business research.

“while Kuckertz and Block (2021) and Fisch and Block (2018) acknowledge a lack of clear guidelines and provide the criteria’s for reviewing the articles in management and business research.”

• cites Kuckertz and Block 2021 sourcePartly supported

  The Abstract says clear guidelines are lacking and presents ten criteria for reviewing systematic literature review articles in management and business research. The cited paper does not present criteria for reviewing articles generally, as the citing sentence could imply. (LLM, conf=0.82)

  Experimental — accuracy not yet measured
• cites Fisch and Block 2018 sourcePartly supported

  The paper’s Abstract (page not given) offers six tips for literature reviews in business and management research, including advice to specify and justify article-screening and exclusion criteria. It notes that the term “systematic literature review” is not clearly defined and that understanding varies, but it does not say there is a lack of clear guidelines; it says several comprehensive guides already exist. It advises reviewers to develop criteria rather than providing a fixed set of criteria for reviewing articles. (LLM, conf=0.86)

  Experimental — accuracy not yet measured

Classified as probably not a substantial claim.

Compassionate love is positively associated with servant leadership.

“Compassionate love is positively associated with servant leadership”

• cites Brouns et al. (2020) sourceSupported

Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing). May combine two claims.

Compassionate leadership is viewed as a leadership that embodies an act of love, care, and selflessness and enables a caring and supportive organization.

“Compassionate leadership is viewed as a leadership that embodies an act of love, care, and selflessness and enables a caring and supportive organization (Oruh et al. 2021).”

• cites Oruh et al. 2021 sourceSupported

Classified as probably not a substantial claim.

Webster and Watson (2002) believe that tackling an emerging issue could benefit from exposure to potential theoretical foundations resulting in the development of a proposed conceptual model.

“Webster and Watson (2002) believe that tackling an emerging issue could benefit from exposure to potential theoretical foundations resulting in the development of a proposed conceptual model.”

• cites Webster and Watson 2002 sourceSupported

Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

A systematic review brings together all existing research, follows rigorous processes and methods to focus on a specific question/s, integrates and interprets the findings to increase understanding.

“A systematic review brings together all existing research, follows rigorous processes and methods to focus on a specific question/s integrates and, interprets the findings to increase understanding (Denyer and Tranfield 2009; Fisch and Block 2018; Kuckertz and Block 2021; Tranfield et al. 2003).”

• cites Denyer and Tranfield 2009Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Fisch and Block 2018 sourceSupported
• cites Kuckertz and Block 2021 sourcePartly supported

  Sections 3 and 8 describe a systematic search guided by a research question, followed by analysis and synthesis of the selected studies. Section 6 describes inclusion and exclusion criteria used to arrive at a final sample, so the claim that a review brings together *all* existing research overstates what this source says. Page numbers were not available in our copy. (LLM, conf=0.84)

  Experimental — accuracy not yet measured

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Workplace compassion has been defined as the interpersonal process involving noticing, feeling, sense-making, and acting in a way that alleviates the suffering of another person and has been mooted as a panacea to address suffering and help develop organizational performance.

“Workplace compassion has been defined as the interpersonal process involving the noticing, feeling, sense-making, and acting in a way that alleviates the suffering of another person and has been mooted as a panacea to address the suffering and help develop organizational performance (Dutton et al. 2014; Guinot et al. 2020).”

• cites Dutton et al. 2014 sourcePartly supported

  Split into 2 atoms — 1 confirmed, 1 partially supported, 0 disputed, 0 misattributed, 0 unverifiable. Expand the claim to see per-atom verdicts.

  Experimental — accuracy not yet measured
• cites Guinot et al. 2020 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

Leaders' ability to develop and embed a sense of 'us-ness' among followers is essential during the COVID-19 pandemic.

“Bavel et al. (2020) argue that leaders' ability to develop and embed a sense of”

• cites Bavel et al. 2020 sourceSupported

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Prosocial leadership is associated with coalition building, secure striving, compassionate goals and feeling socially safe.

“Prosocial leadership is associated with coalition building, secure striving, compassionate goals and feeling socially safe”

• cites Basran et al. (2019) sourceSupported

Classified as probably not a substantial claim.

The review used multiple databases (EBSCO Discovery Services, Web of Science Core Collections and Scopus) to address triangulation.

“Secondly, databases such as EBSCO Discovery Services, Web of Science Core Collections and Scopus were searched. In addition, as recommended by Webster and Watson (2002) a search was performed to identify relevant papers from the citations of articles.”

• Also stated in: § Conducting the review · plain

  “Kuckertz and Block (2021) propose inclusion of more than one database to address triangulation which helps compensate for any disadvantage emanating from a single database.”

• cites Kuckertz and Block 2021 sourcePartly supported

  Section 4 recommends searching more than one database and says triangulation compensates for the limitations of individual databases. It does not say that the citing review searched EBSCO Discovery Services, Web of Science Core Collections, or Scopus; those are the citing authors’ reported choices. (LLM, conf=0.86)

  Experimental — accuracy not yet measured
• cites Webster and Watson 2002 sourceSupported

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Antisocial leadership is fearful of offering compassion to others and resistant to compassion.

“Antisocial leadership is fearful of offering compassion to others and resistance to compassion”

• cites Basran et al. (2019) sourceSupported

Probably not a substantial claim: may not pass S3 (load-bearing).

The review mostly adopted the stages and criteria proposed by Tranfield et al. (2003), Kuckertz and Block (2021), Fisch and Block (2018) and Wolfswinkel et al. (2011).

“We mostly adopt the stages and criteria proposed by Tranfield et al. (2003), Kuckertz and Block (2021), Fisch and Block (2018) and Wolfswinkel et al. (2011).”

• cites Tranfield et al. 2003 sourceNot checked — no full text of the source
• cites Kuckertz and Block 2021 sourceSupported
• cites Fisch and Block 2018 sourceSupported

Classified as probably not a substantial claim.

Emotional skills can improve compassion.

“Emotional skills could improve compassion”

• cites Paakkanen et al. (2021) sourceSupported

Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

Integrating existing knowledge into a comprehensive model allows investigation of multiple theoretical perspectives simultaneously and allows knowledge to grow consistently in the field.

“Integrating existing knowledge into a comprehensive model allows investigation of multiple theoretical perspectives simultaneously and allows knowledge to grow consistently in the field (Webster and Watson 2002).”

• cites Webster and Watson 2002 sourceSupported

Probably not a substantial claim: may not pass S3 (load-bearing).

Servant leadership showed signs of improvement after the emotional skills training.

“Servant leadership showed signs of improvement after the training”

• cites Paakkanen et al. (2021) sourceSupported

Probably not a substantial claim: may not pass S3 (load-bearing).

Compassion is experienced with equal frequency among those who do and do not manage other employees.

“Compassion is experienced with equal frequency among those who do and do not manage other employees”

• cites Lilius et al. (2008) sourceSupported

May combine two claims.

The four-item compassion sub-construct had strong convergent and discriminant validity and a reliability of 0.92 (Cronbach's alpha).

“This four-item construct had strong convergent and discriminant validity and had a reliability of 0.92 (Cronbach's alpha).”

• cites Balasubramanian and Fernandes (2022) sourceSupported

Probably not a substantial claim: may not pass S3 (load-bearing).

Compassion is more frequently received from co-workers than from supervisors.

“Compassion is more frequently received from co-workers than from supervisors”

• cites Lilius et al. (2008) sourceSupported

Classified as probably not a substantial claim. May combine two claims.

Compassionate care education led to improved job satisfaction, heightened sense of well-being, and increased pride in the nursing profession.

“compassionate care education led to improved job satisfaction, heightened sense of well‐being, and increased pride in the nursing profession”

• cites Coffey et al. (2019) sourceSupported

Probably not a substantial claim: may not pass S3 (load-bearing).

Positive emotion mediates the relationship between experienced compassion and other important workplace outcomes.

“Positive emotion mediates the relationship between experienced compassion and other important workplace outcomes”

• cites Lilius et al. (2008) sourceSupported

Classified as probably not a substantial claim.

The effect of experienced compassion accumulates to leave a lasting trace on organization members.

“Effect of experienced compassion accumulates to leave a lasting trace on organization members”

• cites Lilius et al. (2008) sourcePartly supported

  The Discussion (page not supplied) says that experienced compassion may accumulate to leave a lasting trace on organization members. It presents this as a suggestion from preliminary findings, whereas the citing sentence states it as a fact. (LLM, conf=0.86)

  Experimental — accuracy not yet measured

May combine two claims.

The four key measures for the compassion sub-construct of crisis leadership are active listener to employee concerns, empathy, employee needs are central to decision making, and encourage employee to openly and honestly express their concerns.

“The four key measures for this construct include 'active listener to employee concerns', empathy, employee needs are central to decision making, and encourage employee to openly and honestly express their concerns.”

• cites Balasubramanian and Fernandes (2022) sourceSupported

May combine two claims.

Employees of leaders who improve working conditions demonstrate high levels of psychological connection, engagement and performance.

“These employees demonstrate high levels of psychological connection, engagement and performance.”

• cites Mayer and Oosthuizen 2020 sourceSupported

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Employees use instances of compassion to make sense of their own ability to contribute and carry on their work, and also to understand their co-workers and their work environment.

“Employees use instances of compassion to make sense of their own ability to contribute and carry on their work, and also to understand their co-workers and their work environment”

• cites Lilius et al. (2008) sourceSupported

Classified as probably not a substantial claim.

Absence of compassion can have a significant impact on employees' construction of their co-workers and their overall work environment.

“Absence of compassion can have a significant impact on employees' construction of their co-workers and their overall work environment”

• cites Lilius et al. (2008) sourceSupported

Probably not a substantial claim: may not pass S3 (load-bearing).

Relational community development practice driven by compassion enhances social trust, fairness and justice.

“Relational community development practice driven by compassion enhances social trust, fairness and justice”

• cites Milner (2017) sourceSupported

Classified as probably not a substantial claim. May combine two claims.

Experiencing compassion at work is important for positive emotion and affective organizational commitment.

“Experiencing compassion at work is important for positive emotion and affective organizational commitment”

• cites Lilius et al. (2008) sourceSupported

Probably not a substantial claim: may not pass S3 (load-bearing).

Compassion is least frequent among those involved in the 'business of care'.

“Compassion is least frequent among those involved in the 'business of care'”

• cites Lilius et al. (2008) sourcePartly supported

  The Discussion reports that compassion was least frequent in direct patient-care units compared with administrative or outpatient units in the organization studied. The claim broadens that finding to people involved in the ‘business of care’ generally, which the paper does not establish. (LLM, conf=0.87)

  Experimental — accuracy not yet measured

Classified as probably not a substantial claim. May combine two claims.

Incorporating compassion into leadership styles, training programs, and organizational cultures is emphasized to reduce burnout, promote engagement, and improve overall well-being.

“Incorporating compassion into leadership styles, training programs, and organizational cultures is emphasized to reduce burnout, promote engagement, and improve overall well-being (Hewison et al. 2019; Hofmeyer et al. 2020; Jones et al. 2021; Landers et al. 2020; Oruh et al. 2021; Papadopoulos et al. 2021; Shuck et al. 2019)”

• cites Hewison et al. 2019 sourceNot checked — no full text of the source
• cites Hofmeyer et al. 2020 sourcePartly supported

  The Organizational strategies section urges leaders to use empathic communication, foster engagement, and sustain cultures of compassion; its strategies also address burnout and staff wellbeing. Strategy 4 mentions effective training, but does not specify incorporating compassion into training programs. That part of the attributed claim is not supported by our copy. (LLM, conf=0.84)

  Experimental — accuracy not yet measured
• cites Jones et al. 2021 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S2 (checkable).

It is important to create a collective leadership culture of compassion and collaboration, where all those working in an organization, including those who do not consider themselves as leaders, are equipped with leadership skills and contribute to a culture of compassion.

“In addition, these studies emphasize the importance of creating a collective leadership culture of compassion and collaboration, where all those working in an organization, including those who do not consider themselves as leaders, are equipped with leadership skills and contribute to a culture of compassion (de Zulueta 2016).”

• cites de Zulueta 2016 sourceSupported

May combine two claims.

Compassionate leadership positively impacts employees, encouraging creativity in problem-solving and a high level of engagement.

“Compassionate leadership positively impacts employees, encouraging creativity in problem-solving and a high level of engagement (Mayer and Oosthuizen 2020).”

• cites Mayer and Oosthuizen 2020 sourceSupported

Probably not a substantial claim: may not pass S2 (checkable).

There is a need for education and training in leadership skills, particularly in compassionate leadership, including training in empathy, self-compassion, coaching, and emotional resilience.

“Moreover, the implications provided in these studies in Table 8 also highlight the need for education and training in leadership skills, particularly in compassionate leadership. This includes training in empathy, self-compassion, coaching, and emotional resilience(Banker and Bhal 2018; de Zulueta 2016; Hougaard et al. 2020; König et al. 2020; Shuck et al. 2019; Tzortzaki 2019).”

• cites Banker and Bhal 2018 sourceNot checked — no full text of the source
• cites de Zulueta 2016 sourceSupported
• cites Hougaard et al. 2020Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

The role of benevolent leadership, coaching with compassion, and integrating coaching, compassion, and leadership is crucial for developing capable leaders.

“Additionally, the role of benevolent leadership, coaching with compassion, and integrating coaching, compassion, and leadership is discussed as crucial for developing capable leaders(Boyatzis et al. 2006; de Zulueta 2016; Karakas and Sarigollu 2013).”

• cites Boyatzis et al. 2006 sourceNot checked — no full text of the source
• cites de Zulueta 2016 sourcePartly supported

  The sections on implications for leadership development and resilience building recommend coaching skills and say coaching can be tailored for compassionate leadership. The conclusion also calls for leaders with altruistic, servant-leadership qualities. The paper makes these points about developing compassionate leadership in health care; it does not establish the broader claim about developing capable leaders generally. (LLM, conf=0.82)

  Experimental — accuracy not yet measured
• cites Karakas and Sarigollu 2013 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

Efforts to conceptualize the critical dimensions of compassionate leadership are still in the nascent stage.

“Any efforts to conceptualize the critical dimensions of compassionate leadership are still in the nascent stage.”

May combine two claims.

A majority of the reviewed publications are qualitative (n = 34), while 5 are quantitative and 2 employ mixed methods.

“Our review of the articles published reveals that a majority of these publications are mostly qualitative (n = 34) see (Table 1), while there are 5 articles which are quantitative (see Table 2) and 2 studies employing mixed methods approach (Table 3).”

Classified as probably not a substantial claim.

The review conceptualizes six critical dimensions of compassionate leadership: empathy; openness and communication; physical, mental health and well-being; inclusiveness; integrity; respect and dignity.

“This integrative systematic review of 41 articles during the last 20 years (2002–2021) conceptualizes six critical dimensions of compassionate leadership, namely: empathy; openness and communication; physical, mental health and well-being; inclusiveness; integrity; respect and dignity.”

May combine two claims.

Academic research on compassionate leadership is limited and fragmented.

“Unfortunately, despite the significance of compassionate leadership for organizations, academic research is limited and fragmented.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Of the 41 reviewed studies, 27 were empirical and 14 were non-empirical.

“Of the 41 studies, 27 were empirical (Table 4) while 14 were non-empirical (Table 5).”

May combine two claims.

Compassionate leadership studies have also emerged in other disciplines: Organizational Science/Studies (n = 4), Political Science/Administration (n = 2), Family violence (n = 1), Physical education (n = 1), and Human Resource (n = 1).

“Studies related to compassionate leadership have also emerged in other disciplines such as Organizational Science/Studies (n = 4), Political Science/Administration (n = 2), Family violence (n = 1), Physical education (n = 1), and Human Resource (n = 1).”

May combine two claims.

Most studies on compassionate leadership emerge from 2002, with several important contributions from Frost et al. (2004), Kanov et al. (2004), and Lilius et al. (2003) in the form of commentary and discussions.

“Even though the year 1999 was selected as the base year for identifying studies based on the theme of compassionate leadership, most of the studies emerge from 2002 with several important contributions from (Frost et al. 2004; Kanov et al. 2004; Lilius et al. 2003) in the form of commentary and discussions.”

• cites Frost et al. 2004Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Kanov et al. 2004 sourceNot checked — no full text of the source
• cites Lilius et al. 2003Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

May combine two claims.

The journal comparison yielded 174 common journals with Social Science Citation Index, 222 common journals with ABDC, and 194 journals in both databases, from which 803 articles were identified.

“Using this tool, we first compared the Sample A list with the Social Science Citation index list and it identified a list of 174 common journals. Second, we compared the Sample A list with the list of ABDC journals list and it identified up a list of 222 common journals. The two lists comprising of 174 and 222 names of journals were then checked to identify any common journals in both the Social”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

The search in EBSCO and Scopus yielded 1636 articles, the Web of Science Core Collection yielded 239 articles, and a total of 1875 articles were identified.

“The search in EBSCO and Scopus yielded a combined list of 1636 articles (Fig. 1). Likewise, a search in the Web of Science Core Collection database yielded a list of 239 articles (Fig. 2).”

• Also stated in: § Conducting the review · plain

  “Thus, a total of 1875 articles were identified (see Fig. 3).”

Classified as probably not a substantial claim. May combine two claims.

A review of the selected literature establishes that the definition of compassionate leadership is ambiguous, fragmented, blurs and resonates with other leadership constructs and approaches, such as servant leadership, resonant leadership, benevolent leadership, transformational leadership or ethical leadership.

“A review of the selected literature establishes the point that the definition of compassionate leadership is ambiguous, fragmented, blurs and resonates with other leadership constructs and approaches, such as servant leadership, resonant leadership, benevolent leadership, transformational leadership or ethical leadership.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Compassion underpins respectful relationships.

“Compassion underpins respectful relationships.”

Probably not a substantial claim: may not pass S3 (load-bearing).

By treating people with respect, valuing employees' contributions, and honoring them, employees will develop a great sense of dignity at work.

“By treating people with respect, valuing employees' contributions, and honoring them, employees will develop a great sense of dignity at work (Shuck et al. 2019).”

• cites Shuck et al. 2019 sourceNot checked — no full text of the source

May combine two claims.

Inclusiveness increases feelings of equality via reduced status distance, and therefore fosters compassion among employees and between employees and customers.

“Inclusiveness increases feelings of equality via reduced status distance, and therefore foster compassion among employees and between employees and customers (Vogus et al. 2020).”

• cites Vogus et al. 2020 sourceNot checked — no full text of the source

May combine two claims.

Firms with more-compassionate leaders have better collaboration, lower employee turnover, and followers who are more trusting, more connected, and more committed to the organization.

“Firms with more-compassionate leaders have better collaboration, lower employee turnover, and followers who are more trusting, more connected, and more committed to the organization (Hougaard et al. 2018).”

• cites Hougaard et al. 2018Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

May combine two claims.

Compassionate leadership helps leaders be appreciative and open-minded and minimizes cultural and religious stereotypes.

“It helps leaders to be appreciative and open-minded and minimizes cultural and religious stereotypes.”

May combine two claims.

Compassionate leadership helps leaders focus on the positive, look beyond cultural differences and see the good in others.

“Compassionate leadership helps leaders to focus on the positive, look beyond cultural differences and see the good in others.”

Classified as probably not a substantial claim.

Compassionate leadership is a complex and multifaceted phenomenon encompassing several dimensions.

“It was evident from our review, compassionate leadership is a complex and multifaceted phenomenon, encompassing several dimensions.”

May combine two claims.

Compassionate behavior with employees during turbulent times leads to increased employee commitment and reduced absenteeism.

“Compassionate behavior with employees during turbulent times leads to increased employee commitment and reduced absenteeism (Dutton et al. 2006).”

• cites Dutton et al. 2006 sourceNot checked — no full text of the source

Classified as probably not a substantial claim.

Compassionate leaders are expected to take actions to protect, maintain, or restore the physical, mental health and wellbeing of employees, especially for stressful occupational conditions.

“Compassionate leaders are expected to take actions to protect, maintain, or restore wellbeing. physical, mental health and wellbeing of employees especially for stressful occupational conditions.”

Classified as probably not a substantial claim. May combine two claims.

Literature on compassion reveals a variety of definitions of compassion, and most authors agree that compassion in leadership is an essential trait and the need of the hour, but hardly any article clearly defines compassionate leadership.

“Literature on compassion reveals a variety of ways in which compassion has been defined, and most of the authors agree that compassion in leadership is an essential trait and the need of the hour, but one hardly finds an article which defines compassionate leadership clearly.”

May combine two claims.

Shuck et al. (2019) found compassionate leadership to have a negative influence on employee turnover and a positive correlation between compassionate leadership, employee engagement, and employee psychological wellbeing.

“Shuck et al. (2019) found compassionate leadership to have a negative influence on employee turnover and a positive correlation between compassionate leadership, employee engagement, and employee psychological wellbeing.”

• cites Shuck et al. (2019) sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

The concept of compassionate leadership has been widely discussed in industry publications and sparingly in academic journals.

“Firstly, the concept of compassionate leadership has been widely discussed in industry publications and sparingly in the academic journals.”

May combine two claims.

Most studies on compassion and compassionate leadership emanate from the medical and healthcare field, while the field of management suffers from a deficit.

“Seventhly, most of the studies on compassion and compassionate leadership emanate from the medical and healthcare field (de Zulueta 2016; Hewison et al. 2018, 2019; Hofmeyer et al. 2020; Jones et al. 2021; Landers et al. 2020; Papadopoulos et al. 2021; Willis and Anstey 2019), while the field of management suffers from a deficit leaving the field wide open for a range of studies.”

May combine two claims.

When employees experience compassion at their workplace in times of suffering, they receive benefits including feeling legitimized and elevated, recovering more quickly, developing confidence in being valued, feeling more satisfied in their jobs, experiencing positive emotions, reciprocating compassion, feeling connected to their organizations, generating cooperation, and creating an environment,

“When employees experience compassion at their workplace in times of suffering, they receive many benefits. For instance, employees feel legitimized and elevated; recover more quickly; develop confidence in being valued by their organizations; feel more satisfied in their jobs; experience positive emotions at work; reciprocate with compassion towards others; feel connected to their organizations;”

• cites Lilius et al. 2013Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Classified as probably not a substantial claim.

Compassionate leadership is an interpersonal process involving the noticing, feeling, sense making, and acting by the giver in a way that alleviates the suffering of the receiver.

“Compassionate leadership is an interpersonal process involving the noticing, feeling, sense making, and acting by the giver in a way that alleviates the suffering of the receiver (Banker and Bhal 2018).”

• cites Banker and Bhal 2018 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S4 (based). May combine two claims.

The benefits of experiencing compassion at work in turn lead to enhanced productivity and better organizational performance.

“These benefits in turn lead to enhanced productivity and better organizational performance.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Compassionate leadership studies in Business/Management seem to be a growing area of interest among Business/Management scholars.

“On the other hand, studies in the discipline of Business/Management are a respectable number (n = 14) and seem to be a growing area of interest among the Business/Management scholars.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Other studies have pointed to improved performance, trust, commitment, customer satisfaction, positive emotions, employee engagement, prosocial behaviours, employee attraction and retention contributing to competitive advantage in the long run.

“Other studies have also pointed out to improved performance, trust, commitment, customer satisfaction, positive emotions, employee engagement, prosocial behaviour’s, employee attraction and retention contributing to their competitive advantage in the long run (Guinot et al. 2020).”

• cites Guinot et al. 2020 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

The final list of 41 articles was determined by reviewing abstracts and excluding book reviews, book chapters, editorials, a Presidential address, and duplicates.

“In the final step, the abstracts from this list of 803 articles were reviewed by the authors to decide which article to include and a judgement was made based upon the theme of compassionate leadership. Book reviews, book chapters, editorials and a Presidential address were excluded from the selection. Duplicates were also removed.”

Classified as probably not a substantial claim.

When staff are recipients of acts of ethical leadership, they respond with peer-focused Organizational Citizenship Behaviours.

“The study confirms that when staff are recipients of acts of ethical leadership, they respond to this with peer-focused Organizational Citizenship (OCB) Behaviours”

• cites Zoghbi-Manrique-de-Lara and Viera-Armas (2019) sourceNot checked — no full text of the source

May combine two claims.

Experiencing compassion at the workplace strengthens the psychological bond between workers, increases commitment to the organization, and leads co-workers to demonstrate supportive behaviour to colleagues.

“Experiencing compassion at the workplace strengthens the bond between the workers psychologically; there is increased commitment to the organization, and co-workers demonstrate supportive behaviour to their colleagues.”

• cites Poorkavoos 2016Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S3 (load-bearing).

Since Frost's (1999) call there has been a growing body of research devoted to examining compassion at the workplace.

“Since Frost’s (1999) call there has been a growing body of research devoted to examining compassion at workplace.”

• cites Frost 1999 sourceNot checked — no full text of the source

Classified as probably not a substantial claim. May combine two claims.

Compassion is of undeniable importance in the public sector, stimulating significant attitudinal outcomes such as work engagement and work burnout, and intensifying OCB and knowledge-sharing.

“Compassion is of undeniable importance in the public sector which stimulates significant attitudinal outcomes, such as work engagement and work burnout, intensifies OCB and knowledge-sharing”

• cites Eldor (2018) sourceNot checked — no full text of the source

Classified as probably not a substantial claim.

Empathic concern, mindfulness, and kindness play an insignificant role in the relationship between ethical leadership and peer-focused OCB.

“empathic concern, mindfulness, and kindness play an insignificant role”

• cites Zoghbi-Manrique-de-Lara and Viera-Armas (2019) sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Compassion helps in reducing burnout and fatigue, improves the well-being and health of the workforce, strengthens relationships among employees, and contributes to overall productivity in an organization.

“Compassion helps in reducing burnout and fatigue, improves the well-being and health of the workforce, strengthens the relationship among the employees and contributes to the overall productivity in an organization (Poorkavoos 2016).”

• cites Poorkavoos 2016Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S3 (load-bearing).

The review followed a four-step inclusion/exclusion process.

“The inclusion and exclusion followed a four-step process.”

Classified as probably not a substantial claim.

Compassion affects performance outcomes at individual, relational and organizational level.

“Compassion affects performance outcomes at individual, relational and organizational level”

• cites Wei et al. (2016) sourceNot checked — no full text of the source

Classified as probably not a substantial claim.

Self-cultivation and compassion have an ultimate interaction effect on organizational outcomes.

“Self-cultivation and compassion have an ultimate interaction effect on organizational outcomes”

• cites Wei et al. (2016) sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

Clinical leadership and doctors' engagement in management is vital to maintain the focus on providing compassionate care to all.

“Clinical leadership and doctors’ engagement in management is vital to maintain the focus on providing compassionate care to all”

• cites McKimm and O’Sullivan (2013) sourceNot checked — no full text of the source

Classified as probably not a substantial claim. May combine two claims.

Receipt of compassion from supervisors has a contagious effect and impacts compassionate employee behaviour.

“Receipt of compassion from supervisors has a contagious effect and impacts compassionate employee behaviour”

• cites Eldor (2018) sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

MacArthur et al. (2017) generated a dynamic, practice-based model for strengthening organisational capacity for compassionate care.

“Generated a dynamic, practice-based model for strengthening organisational capacity for compassionate care”

• cites MacArthur et al. (2017) sourceNot checked — no full text of the source

Classified as probably not a substantial claim.

Integrating compassion and self-cultivation enriches an understanding of the moral growth of compassion.

“Integrating compassion and self-cultivation enriches an understanding of the moral growth of compassion”

• cites Wei et al. (2016) sourceNot checked — no full text of the source

Classified as probably not a substantial claim.

Even if any of the three elements (intent, environment, resources) are missing in an organization, the motivation for compassion can be infused by empathetic leadership practices.

“Banker and Bhal (2018) are of the opinion that in spite of having any of the three elements “missing” in an organization, the motivation for compassion can be infused by the empathetic leadership practices.”

• cites Banker and Bhal 2018 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

In healthcare, specific interventions that can be implemented include providing psychological support for officers suffering from compassion fatigue or establishing assessment programs to identify and prevent burnout.

“For instance, in the case of healthcare, specific interventions that can be implemented include providing psychological support for officers suffering from compassion fatigue or establishing assessment programs to identify and prevent burnout (Hewison et al. 2019).”

• cites Hewison et al. 2019 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S4 (based). May combine two claims.

A comprehensive literature review-based assessment of compassionate leadership has not been previously undertaken, and this constitutes the novelty of this work.

“A comprehensive literature review-based assessment of compassionate leadership has not been previously undertaken and constitutes the novelty of this work.”

Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

This study advances knowledge and points out gaps in the previous literature on compassionate leadership.

“This study advances knowledge and points out the gaps in the previous literature on compassionate leadership.”

Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

Compassionate leadership does not exist in isolation, but is interwoven with other leadership styles, such as hybrid leadership, benevolent leadership and servant leadership.

“Additionally, it's essential to consider that compassionate leadership does not exist in isolation, but is rather interwoven with other leadership styles, such as hybrid leadership, benevolent leadership and servant leadership.”

Probably not a substantial claim: may not pass S2 (checkable).

This study provides a solid theoretical foundation that may greatly facilitate further empirical work in this domain.

“For researchers, this study provides a solid theoretical foundation that may greatly facilitate further empirical work in this domain.”

Probably not a substantial claim: may not pass S4 (based).

The study has brought some degree of consensus to the different definitions of compassionate leadership by providing a new definition.

“This study has managed to bring some degree of consensus to the different definitions of compassionate leadership by providing a ‘new definition’ of compassionate leadership.”

Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

Compassionate leadership may be the most beneficial and appropriate approach for organizational leaders to adopt in the current climate.

“Compassionate leadership may well be the most beneficial and appropriate approach that organizational leaders may adopt to ride the tidal wave of the current climate in which they find themselves in.”

• AssumptionRests on an assumption: Global work relationships, a developing transcultural environment, technology and digitalization, economic downturn, and the global pandemic are contributing to major changes in the organizational environment that are challenging leaders.

Probably not a substantial claim: may not pass S3 (load-bearing).

The final list of studies considered may not be exhaustive because of limitations in the keywords searched and the databases used.

“The final list of studies considered may not be exhaustive because of the limitations in the keywords searched and the databases used.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Organizations are prima facie profit-making entities rather than social entities.

“Banker and Bhal (2018) remind us that organization prima facie is a profit-making entity than a social entity.”

• cites Banker and Bhal 2018 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Compassion can be integrated into the work culture without additional facilitation, and coaching with compassion can create a supportive team and work environment.

“There are also suggestions for integrating compassion into the work culture without additional facilitation and creating a supportive team and work environment through coaching with compassion (Hornett 2012).”

• cites Hornett 2012 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S2 (checkable).

Developing an organization as compassionate or non-compassionate requires critical assessment of the intent with which it operates, the kind of environment it operates within, and the availability of monetary or non-monetary resources it has for different organizational and social activities.

“Developing an organization as compassionate or non-compassionate requires the critical assessment of: (a) the intent with which it operates, (b) the kind of environment it operates within, and (c) the availability of monetary or non-monetary resources it has for different organizational and social activities.”

• cites Banker and Bhal 2018 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

It is up to leadership to instil empathetic practices because they are determined to have an impact on the profit-making motives of the organization.

“Thus, it is up to the leadership to instil these practices as they are determined to have an impact on the profit-making motives of the organization.”

Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

Leaders must define the organizational conditions and implement processes that support professionals' innate compassion and contribute to their well-being rather than address burnout later through remedial strategies.

“These studies suggest that leaders must define the organizational conditions and implement processes that support professionals' innate compassion and contribute to their well-being rather than address burnout later through remedial strategies (Lown et al. 2019).”

• cites Lown et al. 2019 sourceNot checked — no full text of the source

May combine two claims.

Positive outcomes of compassion include increased trust, collaboration, and engagement among team members.

“The positive outcomes include increased trust, collaboration, and engagement among team members.”

Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

Factors in the contemporary business environment may necessitate the adoption of compassionate leadership and prove beneficial for leaders to attain their objectives and goals.

“In the current contemporary business environment, a variety of factors have changed which may necessitate the adoption of the compassion leadership approach and prove to be beneficial for leaders to attain their objectives and goals.”

• AssumptionRests on an assumption: Global work relationships, a developing transcultural environment, technology and digitalization, economic downturn, and the global pandemic are contributing to major changes in the organizational environment that are challenging leaders.

Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing). May combine two claims.

Leadership is not just about getting things done but also about how things are done.

“The common thread across these implications is the recognition that leadership is not just about getting things done but also about how things are done (Shuck et al. 2019).”

• cites Shuck et al. 2019 sourceNot checked — no full text of the source

May combine two claims.

Leaders who practice compassion can create supportive, collaborative, and inclusive work environments where people feel valued, connected, and engaged.

“Leaders who practice compassion can create supportive, collaborative, and inclusive work environments where people feel valued, connected, and engaged.”

Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

Leaders must create supportive work environments that foster collaboration, inclusivity, and compassion; practical interventions can be tailored to different contexts.

“The results emphasize that leaders must create supportive work environments that foster collaboration, inclusivity, and compassion and to that end, practical interventions can be tailored to different contexts.”

Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing). May combine two claims.

Leadership training should be collective, and leadership development should be informed by the context and challenges faced by leaders in specific organizations.

“Other studies suggest that leadership training should be collective and that leadership development should be informed by the context and challenges faced by leaders in specific organizations.”

Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

The concept of compassionate leadership is growing in importance, as evident from the gradually increasing attention of academia and business.

“There is little doubt that the concept of compassionate leadership is growing in importance, as is evident with the gradually increasing attention of academia and business alike.”

Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

The commonalities in these implications underscore the importance of compassionate leadership and the need for education and training in leadership skills.

“Overall, the commonalities in these implications underscore the importance of compassionate leadership and the need for education and training in leadership skills.”