The Compassion Trap: Why Caring for Others Isn't Enough

A timely and thought-provoking study challenges one of management's most cherished assumptions: that compassion is always a virtue. Surveying 404 managers, researchers identified five distinct "compassion profiles" — from Self-Critical Caregivers, who give generously to others while being harsh on themselves, to Compassionate Leaders, who score highly on both self- and other-directed care. The results are striking. Managers in that second group — high on both dimensions — reported the greatest sense of flourishing at work, while those who gave the most to others but the least to themselves fared worst of all.

The study's core message is both simple and counterintuitive: more compassion is not automatically better. When care flows outward without being replenished inward, it appears to erode rather than enrich the manager's well-being. For organisations that invest heavily in empathy training and compassionate leadership programmes, this is a significant wake-up call. Coaching managers to be emotionally available for their teams while leaving self-compassion off the curriculum may, paradoxically, be setting those managers up to burn out.

The practical implications are clear and actionable. Organisations need to treat self-compassion not as a soft personal bonus, but as a core professional competency — one that makes outward care sustainable over time. This research makes a compelling case that you simply cannot pour from an empty cup.

Read more about the study: Ford, M., Rothmann, S. & van Zyl, L. (2026). The Five Faces of Compassion: the Hidden Well-Being Costs for Managers who Prioritize Compassion for Others Over Themselves. International Journal of Applied Positive Psychology, 11, 25. https://doi.org/10.1007/s41042-026-00295-9

Watch a short video about the research here.