human experiences. Nonetheless, recognising the need for grief management is just the start. To translate awareness into practical leadership skills, business schools must equip future managers with techniques for addressing grief in everyday scenarios. (See the boxout on page 15 for advice on how grief literacy can be embedded into curricula and leadership practices) . Grief: complex, adaptive, ubiquitous Many factors influence how people grieve. Without awareness of these nuances, even well-meaning leaders risk alienating those they wish to support. Business schools can address this gap by incorporating cross- cultural psychology and communication strategies into the curriculum, empowering leaders to adopt bereavement policies that respect diversity in grief and grieving. Such cultural sensitivity is both ethically and strategically advantageous, promoting loyalty and resilience in global teams. In addition, understanding the cognitive impacts of grief, such as reduced focus or decision-making capacity, allows leaders to respond with empathy and flexibility. By embedding grief management into leadership education, business schools have a unique opportunity to develop leaders who approach their roles with compassion, authenticity and courage, while acknowledging the vulnerability and strengths that loss can reveal in each individual. Such leaders will be prepared to engage with grief in all its complexity and build organisations that reflect the words of US writer and activist Maya Angelou: “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.” Embedding grief literacy into business education ensures that future leaders prioritise work environments where members feel supported, understood and valued for who they are, not just what they produce.
the sense of loss and alienation that can stem from dislocation, exacerbated by cultural barriers and the erosion of belonging. Grief also extends beyond bereavement. It can encompass economic disruptions, such as job displacement caused by automation or technological change that results in a loss of professional identity and purpose. Such occurrences are often dismissed as secondary concerns, yet they remain central to an employee’s life. Without recognising these nuanced experiences, business leaders risk alienating employees. Enriching leadership development Treating grief as an isolated, individual issue ignores how power, privilege and culture shape our experience of loss. The existing wellness programmes and counselling services available at business schools often address grief as a temporary challenge rather than a continuous emotional journey. A more holistic approach involves integrating grief literacy and emotional intelligence into leadership development. This shift reframes grief support from a one-off service to an essential leadership skill. Leaders must, therefore, recognise grief as an organisational concern that affects team performance, innovation and employee wellbeing. And, by extension, business schools have a responsibility to train future leaders to understand grief as a fundamental aspect of the human condition. Leaders who acquire grief literacy are better positioned to create work environments where vulnerability is accepted rather than stigmatised, enabling employees to bring their full authentic selves to the workplace. This approach also aligns with the sustainability goals espoused by many business schools. Goal three of the United Nations Sustainable Development Goals, for instance, emphasises good health and wellbeing, including mental health. Research from the World Health Organisation indicates that organisations that prioritise mental health benefit from lower absenteeism, higher job satisfaction and greater overall performance. By contrast, neglecting grief management can erode employee wellbeing and jeopardise the long-term viability of a business. Grief literacy helps leaders confront today’s organisational challenges with compassion, integrity and strategic foresight. Rather than viewing grief support as a peripheral add-on, leaders should treat it as a core component of building human-centred organisations that recognise the full spectrum of
Rafia Faiz is an associate professor in the Department of Leadership and People Management at University Canada West in Vancouver, British Columbia. With more than 15 years’ international teaching and research experience across Canada, the UK and Pakistan, Faiz’s research explores gender, leadership, work/ life balance and inclusive practices
14 Business Impact • ISSUE 1 • 2025
Made with FlippingBook - Share PDF online