Summary of The Art of Caring Leadership

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The Art of Caring Leadership book summary

Editorial Rating



  • Concrete Examples
  • Engaging
  • Inspiring


Most managers worry about the success of their projects, their return on investment (ROI) and getting ahead. Heather Younger explains why caring leaders should find no conflict between business success and consideration for their employees’ emotional health. To build team members’ engagement and enthusiasm, managers should support them and help meet their needs. Younger explains how caring leaders behave – and why.

About the Author

Heather R. Younger, the CEO and founder of Employee Fanatix, also wrote The Seven Intuitive Laws of Employee Loyalty.


To build the skills of a caring leader, keep nine behavioral priorities in mind.

Caring means exhibiting concern for others. Caring leaders, thus, act benevolently toward their employees and seek to improve their lives every day. Most managers believe they are caring leaders, yet they often fail to display consistent concern for their team members’ well-being.

Behaving as a caring leader takes deliberate thought and action. You must feel a genuine desire for your employees to succeed for their own sake, not solely for your benefit or for the benefit of the team or the company.

Managers often act in ways that go against the grain of caring leadership. Some managers don’t respond with warmth, concern or personal regard when an employee asks for clarification or guidance. A caring leader would never downplay an employee’s concerns or problems or urge people to concentrate on doing their job at the expense of their well-being.

Caring leaders are unselfish. They support their subordinates’ efforts to get ahead. They don’t allow cliques to develop, favor certain employees...

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