Compassionate leadership: what Philip Zimbardo taught us about power and positive change

The passing of Philip Zimbardo in October 2024 really got me thinking about his huge impact on how we understand human behaviour and social dynamics — things that easily connect to our everyday work lives. I was lucky enough to meet him personally during my studies in Organisational Psychology, and the lessons I learned from him have stuck with me ever since.

Yes, the Stanford Prison Experiment is controversial (there’s no denying that), but the bigger takeaway is how much our environment shapes behaviour — especially in the workplace. His research showed that environments can either push us toward harmful behaviours or inspire us to act with empathy and courage. This insight is incredibly relevant for leaders today, especially those of us in HR, who shape the environments where people work and thrive.

Zimbardo’s ideas, which lined up with the work of my master’s thesis professor, Bogdan Wojciszke, on morality and competence, had an influence on how I view leadership today.

His work highlights important themes like authority, power dynamics, and our capacity for empathy. These lessons aren’t just for academics; they’re for any leader who wants to build stronger teams, create a healthier work culture, and make a lasting impact. In today’s world, where the right culture can make or break a team, these insights couldn’t be more relevant.

Compassion as a key to a better future

When I think back to Zimbardo’s work, and his discussion with the Dalai Lama, I’m reminded that compassion is so much more than a personal trait. It’s a vital part of creating a better world. As leaders, we have the ability — and the responsibility — to create environments that encourage positive change, both in our organisations and beyond, and to use compassion as a tool for change, both for our teams and in the wider society.

The choices we make now — how we lead, how we treat our teams, and how we educate — will shape the future.

But let’s get practical. Here are the lessons we can learn from Zimbardo to create more compassionate and courageous workplaces.

1. Compassion over control

One of Zimbardo’s key insights is how power can easily corrupt if left unchecked. In his experiment, people given authority quickly started mistreating those beneath them. Sound familiar? We’ve all seen or heard of leaders who become disconnected from their teams and manage through control rather than understanding.

The antidote to this is simple: compassion. Being a compassionate leader isn’t about being soft — it’s about being human. It’s about understanding what motivates your team, what challenges they face, and what they need to thrive. Be curious, don’t hand down a verdict! The more curious and empathetic you are, the more you’ll build trust and engagement. So, ask yourself: are you really listening to your people? Are you giving them space to fail and grow without fear of retribution?

2. Leaders shape the system

Zimbardo’s work showed that it’s not just individual actions that matter — it’s the system that influences behaviour. This is a powerful lesson for leaders: we set the tone for our workplace culture. If we let toxic behaviours like micromanagement, favouritism, or lack of transparency thrive, we create environments where dysfunction is inevitable.

Instead, focus on creating systems that bring out the best in people. Build cultures based on fairness, open communication, and respect. Take a hard look at your processes — whether it’s performance reviews, feedback systems, or decision-making structures. Are they encouraging collaboration and ethical behaviour, or are they driven by corporate politics? Align your day-to-day practices with your core values to create a positive, high-performing culture.

3. Stress and power: a dangerous mix

Zimbardo’s research highlighted how stress and power can drastically change people’s behaviour. In today’s fast-paced work environment, stress is almost unavoidable. The question is: how are you managing it within your teams?

As a leader, your job is to be proactive. Don’t wait for burnout to settle in — create realistic expectations, foster work-life balance, and support your team when they feel overwhelmed. It’s not just about workload; it’s about recognising that mental and emotional health are as important as productivity. And with power comes responsibility. Constantly check in with yourself — are you using your influence to empower others, or are you controlling the narrative to suit your own needs?

Compassion as a tool for better leadership

Zimbardo’s work is a powerful reminder that we, as leaders, are responsible for the environments we create. The systems we build, the culture we foster, and the behaviours we model all shape the people around us. Leadership isn’t just about managing people — it’s about understanding human behaviour and creating environments where people can thrive.

Take a moment to reflect on your leadership style and your workplace. Are you building systems that bring out the best in people? Are you leading with empathy?

As Zimbardo showed, we are often unaware of the tremendous power that social situations have over our behaviour. It’s time to be more aware — including of our own influence on others, and the huge snowball effect it has.

First published by Kasia Biernacka on LinkedIn in October 2024.

Kasia Biernacka is an organisational psychologist and leadership advisor based in Belgium, with more than 20 years in HR and leadership development. She has talked about the hidden cost of living in “I’ll manage” mode in interviews for Onet and iKobiece.pl (both in Polish).