Why Leaders Must Dare to Care
The Leadership Question Employees Are Quietly Asking
Across organizations today, employees are asking a simple but powerful question:
Does leadership actually care about us?
This question may not always be voiced directly, but it shows up in measurable workplace outcomes:
- employee engagement\
- turnover rates
- workplace trust
- organizational performance
When employees believe leaders genuinely care about their success and well-being, engagement rises dramatically.
When they do not, organizations face the challenges many leaders describe today:
- retention struggles
- declining engagement
- reduced productivity
- increased workplace friction
In fact, recent workplace research highlights just how important leadership care has become.
Gallup reports that employees who feel their leaders care about them are significantly more likely to be engaged at work and stay with their organizations longer.
Yet many employees still report the opposite experience.
In 2025 workplace surveys, more than half of employees reported feeling disconnected from leadership, and many said leaders appeared focused only on performance metrics rather than people.
This disconnect is not just an employee experience issue.
It is a leadership design problem.
The Workplace Trust Crisis Leaders Are Facing
Organizations today are operating in one of the most complex leadership environments in modern history.
Executives are navigating:
- technological disruption
- hybrid work environments
- talent shortages
- rising employee expectations
At the same time, employee engagement has remained stubbornly low.
According to Gallup workplace data:
- only23% of employees globally are engaged at work
- nearly six in ten employees are disengaged
- disengagement costs the global economy trillions in lost productivity
Another major concern for organizations is retention.
According to SHRM research, replacing an employee can cost 50% to 200% of their annual salary, depending on the role.
These numbers explain why leaders across industries are searching for new approaches to leadership.
Many organizations have tried surface-level solutions:
- new benefits packages
- engagement initiatives
- culture programs
- leadership retreats
Yet the underlying issues often remain.
The reason is simple.
Employee engagement does not improve because of programs.
It improves when leadership behavior changes.
What “Dare to Care” Really Means
Kathleen Quinn Votaw’s Dare to Care philosophy challenges a common leadership misconception.
In many organizations, care is misunderstood.
Some leaders assume that demonstrating care means lowering standards or avoiding accountability.
In reality, effective leadership care looks very different.
The Dare to Care philosophy recognizes that strong leadership requires both:
- care for people
- clarity of expectations
When leaders care about employees while maintaining high standards, organizations create environments where people can succeed.
Kathleen often explains this concept during leadership presentations:
“Caring leadership does not mean lowering expectations. It means creating the clarity and support employees need to meet and exceed them. In fact, more caring clarity leads to successful employee experiences.”
This balance is critical.
Without care, employees disengage.
Without accountability, performance declines.
Effective leadership requires both.
Why Employees Respond to Leaders Who Care
Human motivation is deeply connected to how individuals experience leadership.
Employees who believe leaders care about their development and well-being are more likely to:
- contribute ideas
- collaborate across teams
- remain committed during challenging periods
- take ownership of outcomes
Research from workplace psychology confirms this pattern.
Employees who feel valued by leadership report:
- higher job satisfaction
- stronger loyalty to the organization
- greater willingness to go beyond minimum expectations
These behaviors directly influence business outcomes.
When employees feel supported, organizations benefit from improved performance and innovation.
How Leaders Demonstrate Care in the Workplace
Care in leadership is not expressed through slogans or mission statements. Employees evaluate leadership through daily interactions.
Several leadership behaviors consistently strengthen the perception that leaders care.
Clear Expectations
Employees perform best when they clearly understand what success looks like in their role. While this may seem obvious, research consistently shows that many organizations struggle to provide this clarity.
According to Microsoft’s Work Trend Index, more than 48% of employees report experiencing “workplace confusion” about priorities and responsibilities, especially in hybrid work environments where communication structures are evolving rapidly.
When expectations are unclear, employees often experience several challenges simultaneously:
- uncertainty about priorities
- hesitation when making decisions
- confusion around accountability
- inconsistent performance across teams
This ambiguity can lead to frustration for both employees and leaders.
Managers may believe employees lack initiative or discipline, while employees feel they are operating without sufficient direction.
Leadership clarity therefore becomes one of the most important signals that leaders care about their teams.
At KQV, we often emphasize that expectations must go beyond job descriptions. Leaders must communicate:
- performance expectations— what measurable success looks like
- decision authority — who owns key decisions
- strategic priorities — how work connects to the organization’s mission
- accountability standards — how performance is evaluated
When employees understand these elements, uncertainty declines dramatically.
Consistent Communication
Transparent and consistent communication is one of the strongest signals that leadership cares about employees. However, research suggests that many organizations struggle to maintain communication clarity.
According to PwC’s Global Workforce Survey, nearly 60% of employees say they feel disconnected from leadership communication, particularly during periods of organizational change.
Employees frequently report that they receive updates about decisions only after those decisions have already been made.
This communication gap can create uncertainty and speculation.
When employees do not understand the reasoning behind leadership decisions, they often fill the information gap with assumptions.
Those assumptions tend to skew negative.
Consistent communication helps prevent this dynamic.
Effective leadership communication typically includes:
- explaining the context behind strategic decisions
- sharing both successes and challenges
- clarifying how changes affect employees and teams
- reinforcing priorities regularly
Organizations that communicate consistently tend to experience higher levels of employee trust.
The Edelman Trust Barometer has repeatedly shown that employees are far more likely to trust leaders who communicate transparently about business challenges and decision-making processes.
As Kathleen Quinn Votaw often explains in leadership sessions:
“Employees do not expect leaders to have every answer. What they expect is honesty and clarity.”
Transparent communication demonstrates respect, and respect strengthens trust.
Accountability With Support
Accountability is often misunderstood in leadership conversations.
Some leaders assume that caring leadership means avoiding difficult performance discussions in order to maintain harmony within teams.
In reality, employees frequently interpret a lack of accountability as a lack of leadership care.
Research from MIT Sloan Management Review shows that employees are significantly more engaged when leaders apply performance expectations consistently and provide constructive feedback.
Employees want to know where they stand.
They want leaders who provide guidance when performance challenges arise.
Supportive accountability typically includes several elements:
- regular feedback conversations
- clear performance metrics
- coaching and development opportunities
- transparent performance improvement processes
When leaders combine accountability with support, employees gain confidence in their ability to improve and succeed.
Kathleen Quinn Votaw often summarizes this dynamic clearly:
“Accountability is not about punishment. It is about clarity. When expectations are clear and support is available, employees can succeed.”
This approach strengthens both trust and performance simultaneously.
Investment in Development
One of the strongest indicators that employees believe leadership cares about them is whether the organization invests in their development.
Employees who see opportunities for growth are significantly more likely to remain committed to their organizations.
According to LinkedIn’s Workplace Learning Report, 94% of employees say they would stay longer at an organization that invests in their professional development.
Development opportunities signal that leadership values employees not just for their current contributions but also for their future potential.
Organizations that prioritize development typically invest in several areas:
- leadership training programs
- professional skill development
- mentoring and coaching opportunities
- structured career growth pathways
These investments produce measurable results.
Research from Deloitte Human Capital Trends indicates that companies with strong learning cultures are 52% more productive and 92% more likely to innovate.
Development also strengthens leadership pipelines.
When employees receive ongoing coaching and growth opportunities, organizations build stronger future leaders from within.
This is one reason why leadership development programs like the KQV High Performance: Employee Experience by Design Masterclass focus heavily on helping leaders create systems that support employee growth.
Employees who see leaders investing in their success respond with greater loyalty, engagement, and performance.
Why Dare to Care Is Becoming a Leadership Strategy
As organizations face increasing competition for talent, leadership strategies must evolve.
Companies can no longer rely solely on compensation or benefits to retain employees.
Employees increasingly evaluate organizations based on the leadership experience they encounter.
Leaders who create environments where people feel respected and supported gain a significant competitive advantage.
Organizations designed around caring leadership often experience:
- stronger employee engagement
- lower turnover
- better collaboration
- improved innovation
This is why many organizations are beginning to rethink how leadership systems influence the employee experience.
At KQV, this philosophy is captured in the broader Designed to Care™ framework, which focuses on designing leadership systems that reinforce trust, clarity, and accountability.
The Future of Leadership Requires Courage
Demonstrating care as a leader requires courage.
It requires leaders to:
- address difficult conversations directly
- clarify expectations consistently
- invest in leadership development
- prioritize trust in decision making
These actions are not always easy.
But they are essential for organizations navigating today’s workplace challenges.
Leaders who embrace the Dare to Care philosophy create organizations where people feel both supported and challenged to perform at their best.
Bring the Dare to Care Framework to Your Organization
The Dare to Care philosophy has become a central theme in Kathleen Quinn Votaw’s leadership presentations and executive workshops.
Through keynote presentations, leadership masterclasses, and executive consulting, Kathleen helps organizations rethink how leadership systems shape the employee experience.
Her presentations help leaders understand:
- how trust influences organizational performance
- how leadership clarity improves engagement
- how caring leadership strengthens accountability
These insights are particularly valuable for organizations navigating today’s trust challenges.
7 Signs Employees Don’t Believe Leadership Cares
Many leaders believe they demonstrate care for employees.
However, the true measure of leadership care is not intent; it is employee perception.
When employees begin to feel that leadership is disconnected from their experience, several warning signs often appear.
Recognizing these signals early allows leaders to address underlying issues before engagement and retention decline further.
- Employees Stop Sharing Ideas
- Communication Becomes Guarded
- High Performers Begin Leaving
- Accountability Becomes Inconsistent
- Engagement Declines
- Collaboration Weakens Across Teams
- Employees Focus Only on Minimum Expectations
When employees believe leadership genuinely cares about their success, they often go beyond minimum requirements.
However, when trust declines, employees may shift toward completing only what is required.
Discretionary effort disappears.
This change in behavior often signals that employees no longer feel emotionally connected to leadership or the organization’s mission.
What These Signals Mean for Leaders
These warning signs do not necessarily indicate a lack of employee commitment.
More often, they reflect how employees are experiencing leadership.
When leaders recognize these patterns, they have an opportunity to redesign the systems that shape the employee experience.
The Dare to Care philosophy encourages leaders to address these signals directly by strengthening leadership clarity, accountability, and trust.
When leaders intentionally design organizations where people feel supported and valued, employee engagement and performance often improve naturally.
Quick Links
Invite Kathleen Quinn Votaw to speak to your organization
https://kathleenquinnvotaw.com/speaking
Explore the KQV Masterclass
https://kathleenquinnvotaw.com/kqv-masterclass-live/
Connect with the KQV team
https://kathleenquinnvotaw.com/contact
Related Leadership Insights
You may also find these insights helpful:
Frequently Asked Questions
What does Dare to Care mean in leadership?
Dare to Care refers to a leadership philosophy that combines genuine care for employees with clear expectations and accountability.
Why do employees leave organizations?
Many employees leave organizations because they feel disconnected from leadership, lack growth opportunities, or experience unclear expectations.
How can leaders show employees they care?
Leaders demonstrate care by communicating clearly, providing feedback and development opportunities, and creating environments where employees can succeed.
Does leadership care influence employee engagement?
Yes. Employees who believe their leaders care about their well-being and success are significantly more likely to be engaged and committed to their work.
About Kathleen Quinn Votaw
Kathleen Quinn Votaw is a leadership strategist, keynote speaker, author and founder of two companies and a 2x Inc. 5000 winner. Her work focuses on helping organizations design leadership systems that strengthen trust, improve employee engagement, and drive long-term performance.
Through keynote presentations, executive consulting, and leadership development programs, Kathleen helps organizations rethink how leadership influences the employee experience and organizational success through her Designed to Care ™ framework.
