Kindness in leadership is not about fragility or weakness – it’s the higher path of achieving and winning: This is Simona Scarpaleggia’s strong belief. A conversation about the principles of Gentle Leadership and her personal experiences with it.

Simona, you align yourself with the ethos of Gentle Leadership – what does this involve?

Simona Scarpaleggia: The term evokes the Latin «gens», which refers to a tribe or a people – a reminder that leadership is a collective journey. It’s about leading with character and charisma, rooted in the conviction and conscience of one’s community. Kindness in leadership is the higher path of achieving, winning, and accomplishing – not by imposing or forcing, but by engaging, persuading, and motivating people.

How would you characterise your approach?

My approach is to lead with courage, clear communication, and compassion, while ensuring consistent action that prioritises the well-being of my team. In my book «Die andere Hälfte», published by NZZ Libro Verlag, I explore how some of these principles foster a sense of shared identity and purpose. It’s a testament to the power of legacy and lineage, where leadership is not just about individual achievement but about the contributions and growth of the entire «gens», or tribe, we lead.

Did you ever experience the power of the “tribe”?

Many times! I remember in 2005, the day before the opening of a large store in Italy with over 500 employees and 36,000 sqm surface, the store management team and I were heading to a formal dinner with the Swedish ambassador in Rome when, due to a massive water leak from a broken pipe, the ceiling of the store offices collapsed and literally flooded the entire office. After a minute of shock, all managers and coworkers agreed to stay and fix everything together before the grand opening at 7:00 am the next day. They told me to go to the dinner and do what had to be done there. After the dinner, I went back to the store, and much of the work was already done. The next day we welcomed the mayor of Rome and thousands of curious customers to one of the most successful store openings I can remember. Did I or my management team force or order anyone to stay and go the extra mile? No. But thanks to the strong sense of belonging, commitment, and togetherness of the employees, this small miracle could happen. What’s more, the co-workers felt proud and happy about this accomplishment.

How did you come across Gentle Leadership?

My path to Gentle Leadership was illuminated both by introspection and real-world experience. I recognised the impact of various leadership styles on team dynamics and organisational culture. A leader’s charisma, coupled with conscience and a steadfast commitment to their team’s well-being, fosters ethical practice and is strategic. This epiphany came to life during my time at a forward-thinking organisation, where the conviction and courage of leaders to prioritise employee well-being shaped my own approach. Gentle Leadership is about leading by example and nurturing an environment where everyone feels empowered and respected.

What can women do to incorporate gentleness into
their leadership style?

They should weave character and consideration into their leadership fabric, ensuring a balance between productivity and a supportive environment. Strategies include active listening, consistent communication, and demonstrating commitment to the team’s professional and personal growth. Recognising and valuing contributions, both big and small, is vital.

In a competitive business landscape, could Gentle
Leadership be seen as a weakness?

On the contrary: this approach can drive superior business outcomes. An example: in January 2015, the exchange rate ceiling for the Swiss Franc was discontinued. I was leading an organisation that had fixed prices over a period of one year. Overnight, our products had become 20% more expensive than the same products our company sold in neighbouring Euro countries: a huge strategic and commercial challenge! However, the management team conveyed in no time, and we agreed on a bold solution – involving a number of extra activities and out of the box interventions – that managed to make our customers happy, the price positioning of our company safe and credible, and ultimately secured the annual result.