Empathy, care, deep listening – How traits once dismissed as ‘soft’ are reshaping leadership and growth

For decades, women’s contributions were systematically undervalued by patriarchal norms that shaped work and leadership. The data now tells a different story.

The World Bank’s Women, Business and the Law 2024 report estimates that closing global gender gaps could lift global GDP by more than 20 per cent – one of the largest long-term growth gains identified in modern economic modelling. The International Monetary Fund has similarly linked higher female labour participation to stronger productivity, income equality and economic resilience, while warning that persistent gender gaps can cost economies up to 15 per cent of GDP.

The evidence is reflected locally. In Singapore, female labour force participation among residents aged 25 to 64 rose from 74.1 per cent in 2015 to 80.5 per cent in 2025, strengthening the country’s productive base. Yet patriarchy continues to misread what drives performance. Traits often dismissed as “soft” – empathy, listening and care-led leadership – are repeatedly shown to underpin high-performing teams, better decision-making and lower burnout. Research consistently points to psychological safety as a key driver of sustained engagement and productivity.

Across vastly different arenas, there are examples that show how steadiness, empathy and deep listening translate into authority, trust and institutional strength. MacKenzie Scott, the American novelist, philanthropist and ex-wife of Jeff Bezos famously played a critical yet often overlooked role in Amazon’s earliest years, handling contracts, accounting and operations at a time when survival depended on rigour rather than bravado. In Singapore, former president Halimah Yacob – the country’s first female leader at the highest political level – was initially met with scepticism, but led with calm consistency, addressing issues such as mental health, inequality and misogyny, and leaving office widely respected as a unifying head of state.

Recent developments – from the Workplace Fairness Act to formalised flexible-work guidelines – suggest that women’s experiences at work are increasingly being heard, and that their participation is valued enough to be protected in law. Better late than never, perhaps. But taken seriously, it marks a shift worth paying attention to: one that recognises that the qualities long sidelined in leadership are, in fact, essential to resilience, credibility and long-term growth.