Why caring leadership is your next strategic imperative

“Empathy is not about lowering expectations; it is about understanding people’s readiness so we can raise the bar together, in a way that is both sustainable and impactful.” – Gamze Yuceland, President, Growth and Emerging Markets (GEM), Takeda

Empathy and performance are often seen as opposing forces, but at Takeda, they are two sides of the same coin. For Gamze Yuceland, President, Growth and Emerging Markets (GEM) at Takeda, leading with care is not about easing expectations; it is about enabling people to meet them with greater clarity, confidence, and resilience.

As organisations face mounting disruption and rising employee expectations, Yuceland tells HRM Asia how the Japanese pharmaceutical giant’s people-first leadership model—grounded in trust, purpose, and accountability—is helping unlock innovation and drive sustainable success across its global operations.

In a world defined by constant disruption and rising employee expectations, what do you believe needs to fundamentally change about how we define leadership, and why is “caring leadership” not just a nice-to-have but a strategic imperative for business success today?
Gamze Yuceland: Leadership today must shift from control to connection, courage, and care. It is about helping others navigate transitions with resilience. In a world of ongoing change, teams thrive when trust is at their core, built through authentic, empathetic, and logical leadership. At Takeda, this trust empowers our people to remain adaptable, courageous, and focused on achieving exceptional outcomes.

This evolution in leadership is particularly vital in sectors like ours, where every decision directly impacts patients’ lives. At Takeda, caring leadership is not just a philosophy—it is a strategic imperative. Guided by our PTRB decision-making framework—Patient, Trust, Reputation, Business—we prioritise patients first. By building trust and safeguarding our reputation, we lay the foundation for meaningful and sustainable success. This also reflects our belief that purpose-driven, people-centred leadership drives long-term impact.

High-performance leadership that cares goes beyond empathy—it combines clear expectations with genuine support. It means being present to solve challenges, empowering them to learn through failure, and helping them unlock their full potential. When people feel truly heard, valued, and supported, they bring their best selves to work, paving the way for innovation, collaboration, and resilience. This balance of care and accountability enables our teams to deliver exceptional results every day. High-performing teams and caring leadership go hand in hand. By providing resources, clear feedback, and strong role models, we cultivate leaders who not only grow but amplify our collective impact.

There is often a misconception that empathy in leadership dilutes performance. How do you challenge that narrative at Takeda, and can you share an example where leading with care directly enabled innovation, resilience, or growth in a high-stakes environment?
Yuceland: This is a narrative we actively challenge at Takeda because we have seen, time and again, that empathy does not dilute performance; it strengthens it. Empathy is not about lowering expectations; it is about understanding people’s readiness so we can raise the bar together, in a way that is both sustainable and impactful.

One example was how our teams responded during the 2023 dengue outbreak. It was a high-stakes, fast-moving situation that required urgency, clarity, and compassion. Rather than defaulting in a top-down direction, our leaders led with empathy, listening closely to local teams, healthcare partners, and communities to understand what was truly needed on the ground. We empowered our teams to act with agility, enabled flexibility in their responses, and prioritised both patient impact and employee wellbeing. By trusting our people and staying grounded in our purpose, we were able to move swiftly and responsibly.

As a result, we secured a reliable supply of dengue vaccines to meet the urgent needs of the situation. At the same time, we stabilised our broader supply chain to continue supporting other healthcare systems across diverse markets. The resilience we demonstrated did not happen despite empathy; it happened because of it. Caring high-performance leadership enables bold, coordinated action at a critical moment.

You have had a global career journey within Takeda, moving from Turkey to Canada, to the US, and now Singapore. How has your leadership style evolved across these different cultures and contexts, and what have these transitions taught you about leading with both heart and ambition?
Yuceland: Each stage of my global journey has shaped me in profound ways, broadening my perspective and deepening my commitment to lead with heart, ambition, and purpose.

It all began in Turkey, my home, where my leadership journey took root. Over a decade, I embraced diverse roles, developed new skills, and discovered my voice as a leader. These formative experiences instilled in me the importance of building strong connections and fostering collaboration. I carried these lessons with me to Canada, where adapting to a new environment and navigating different healthcare systems and access models strengthened my ability to listen, lead with curiosity, and learn quickly.

READ MORE: Feeling is performing: How authentic emotional expression unlocks team success

The US was another pivotal chapter in my journey. It is a large and dynamic pharmaceutical market, and rapid advancements in digital technology have not only expanded its capabilities but also sparked a passion for leveraging digital innovations to create impact.

Now, in Singapore, leading across diverse cultures has been an enriching experience. It has deepened my appreciation for cultural agility and the power of listening with intent. I have seen how valuing different perspectives creates innovation and resilience—qualities critical to success in today’s evolving business landscape and in meeting the needs of patients.

As I reflect on this journey, one constant stands out: the importance of staying open to learning, growing, and evolving as a leader. Each stage has taught me that leadership is not just about guiding others—it is about embracing change, staying grounded, and constantly striving to be better together for the people and patients we serve.

What role should HR leaders play in moving organisations towards a more caring and accountable leadership model? And as we look towards the next decade, what kind of leader will organisations need to thrive?
Yuceland: HR leaders play a critical role as both cultural custodians and strategic enablers, fostering leadership models rooted in care, accountability, and purpose. They help shape talent strategies, navigate organisational challenges, and build cultures that reflect our core values, ensuring people thrive in environments grounded in empathy and inclusion.

Empowering individuals begins with promoting value-based decision-making, mutual trust, and a profound commitment to growth and development. HR bridges purpose and practice, ensuring these principles are not just aspirations but become everyday norms that guide how we lead and grow.

In the coming decade, organisations will need leaders who balance ambition with a human-centred approach—leaders who listen, build trust, and drive change with care. Next-generation leadership will transcend traditional hierarchies, focusing on fostering collaboration, transparency, and shared accountability. It will demand leaders who champion diversity and inclusion, harness collective intelligence, and adapt swiftly to dynamic challenges, all while remaining steadfast in their purpose. Such leaders will cultivate a culture that inspires innovation, resilience, and sustainable growth, ensuring their organisations not only survive but thrive in an ever-changing world.