Leadership is more than authority, decision-making, or strategic execution, it’s about understanding and fulfilling the core needs of those we lead, and crucially how we make people feel.
Gallup’s latest Global Leadership Report: What Followers Want, conducted across 52 countries (accounting for 76% of the world’s adult population and 86% of global GDP) reveals that the four universal leadership needs of followers are hope, trust, compassion, and stability. Among these, hope stands out as the most essential.
More than half (56%) of all attributes associated with effective leaders relate to hope, making it by far the most important factor. Trust ranks second at 33%, followed by compassion (7%) and stability (4%).
This research has profound implications for business leaders. It highlights that hope is not just a ‘nice-to-have’ but a fundamental human need that directly impacts employee wellbeing and organisational performance.
Hope: The cornerstone of effective leadership
Hope is a powerful force. In the workplace, it fuels motivation, resilience, and engagement.
Employees who have hope in their leaders and their future within an organisation are more likely to stay, innovate, overcome challenges, build the confidence, and perform at their best. Without it, confidence fades, and engagement suffers.
Hope is a powerful force. In the workplace, it fuels motivation, resilience, and engagement.
Gallup’s findings confirm that hope is directly linked to wellbeing. Among people who do not associate hope with their most influential leader:
- Only 33% are thriving, while 9% report suffering.
- When hope is present, thriving increases to 38% and suffering drops to 6%.
When leaders combine hope with trust and either compassion or stability, thriving rises to 43%. These findings reinforce a simple truth: great leadership isn’t about power – it’s about uplifting those we lead.
How leaders can inspire hope at work
Inspiring hope does not mean offering false optimism or unrealistic promises. Employees need genuine, actionable plans, grounded in reality and backed by leadership behaviours that demonstrate care and a compelling vision.
1. Provide a clear and compelling vision
Hope thrives when people believe in a positive future. Leaders must paint a picture of what’s possible, showing employees that their work matters, that it is contributing to something meaningful, and that there is a path forward, for both the organisation and individuals.
A clear vision – one that is inclusive, achievable, and inspiring – creates stability and direction. Employees who understand where they are going and how they fit into the bigger picture are more likely to stay motivated.
A hopeful leader provides purpose and clarity, even during challenging and uncertain times.
2. Build trust through transparency and authenticity
Trust and hope go hand in hand. If employees sense that they are being misled or kept in the dark, it breeds uncertainty and fear. Leaders who communicate openly, honestly, and frequently create an environment where people feel safe to hope for better outcomes.
Transparency also means:
- Being willing to admit challenges and failures.
- Keeping promises and following through on commitments.
- Encouraging open and honest dialogue.
Hopeful leaders don’t ignore difficulties. When leaders are authentic and trustworthy, employees feel safe to contribute ideas, become more hopeful, and more committed to an organisation’s success.
3. Prioritise employee wellbeing and psychological safety
A hopeful workplace is one where people feel valued, supported, and safe to express themselves. Leaders must go beyond performance metrics and demonstrate genuine care for their employees’ wellbeing.
This means:
- Regular check-ins – not just about work, but about personal wellbeing.
- Creating a culture where people feel safe speaking up without fear of judgement or repercussion.
- Providing access to support systems, such as mental health resources, coaching, mentoring, and other professional development opportunities.
When leaders invest in their employees’ wellbeing, they create an environment where hope can flourish.
4. Recognise and celebrate progress
People lose hope when they feel stuck or unseen. Leaders who regularly acknowledge achievements, big and small, help employees feel valued and stay motivated.
Recognition doesn’t have to be grand; a simple ‘thank you’ or public acknowledgment can significantly boost morale. Employees who feel their efforts are noticed and appreciated are more engaged and hopeful about their future within the organisation.
5. Empower employees with autonomy and growth opportunities
Nothing crushes hope faster than feeling powerless. Leaders who inspire hope give employees a sense of control over their own careers and contributions.
This can be achieved by:
- Encouraging employees to take on new challenges.
- Providing opportunities for learning and career development.
- Allowing greater flexibility in how work is done.
When employees see a future they can shape, they remain engaged, hopeful, and invested in the organisation’s success.
The business case for hope
Gallup’s findings confirm that leaders who inspire hope create thriving workplaces. Beyond the human impact, there are significant benefits for the organisation.
Hopeful employees are:
- More productive – They believe in the future and work towards it with enthusiasm.
- More loyal – They are less likely to leave for another job if they see a promising path ahead.
- More innovative – Hope fuels creativity and problem-solving.
Hope is not an abstract concept – it is a measurable leadership trait that directly impacts engagement, wellbeing, and business success.
A final thought: The power of purpose
The NASA Janitor Story. Do you remember this iconic example?
In 1962, President John F. Kennedy visited the NASA space centre and noticed a janitor carrying a broom. He asked: “What are you doing?” The janitor responded: “Well, Mr. President, I’m helping put a man on the moon.”
Whether fact or legend, this story embodies the power of purpose. Each person’s contributions matter. Magic happens when leaders help individuals realise their role in a greater mission. When everyone is connected to a broader vision, they feel a sense of belonging, purpose, and focus.
Hope is not optional – it is essential. As leaders we must be champions of hope. The more we provide hope, trust, compassion, and stability, the more our people will thrive, and the stronger our organisations will become. Will you be one of them?
