Why care is the key for public sector leaders to build better engagement

We remember speaking with a fearless, dedicated public sector leader two years ago. He is known for his ongoing dedication to the sector. He devoted his entire being to his role, navigating the immense pressure of delivering public health outcomes within a tight budget and meeting high community expectations. But last year, something broke. “I’m exhausted all the time, I feel empty, and I couldn’t give any anymore,” he said. His voice was hollow. “I care a lot. But my family and my health are a mess. I struggle to give more.”

Public sector leaders often find themselves in a constant state of juggling, striving to maintain a balance between compassion and courage, all while serving the public amid mounting fear and burnout. They must offer empathy and support to their teams and communities, even as they face their own emotional and physical exhaustion. In the face of crisis or uncertainty, the pressure to remain strong, make tough decisions, and inspire hope can be overwhelming. Yet, it is this very tension — between vulnerability and resilience — that defines true leadership in challenging times.

Research has found an alarming decline in trust in the government, politicians, and some public servants and leaders. APS leaders are under more pressure to be role models and show more care to their people. How can we prevent committed leaders from quitting or, worse, leaving the sector? How can we build systems that monitor and detect psychosocial safety risks early, allowing us to provide better support?

Psychosocial safety resources for leaders

The 2025 Australian Public Service Commission survey indicates that, despite a shortage of critical skills in the sector, the development of new resources in psychosocial hazards is underway to support APS employees. Leaders tend to hold back from seeking psychosocial support when needed. Leaders have different barriers: the weight of accountability, the stigma of showing vulnerability, and a lack of alternative role models.

A holistic psychosocial safety resource for leaders could help them to re-prioritise self-care, rebalance relational care, and build a culture of care.

What does care mean to you?

Care is a vital social ingredient — essential to both humanity and the fabric of society. Yet leaders who show too much or too little of it often face criticism. The challenge lies in striking the right balance, especially amid complex and ever-changing circumstances.

The Bento Box of Care offers a thoughtful framework to help leaders find the right balance across different dimensions of care. Inspired by the Japanese philosophy of the bento box, this model guides leaders in nurturing self-care, fostering relational care, cultivating a culture of care and tending to soul-care — through the principles of Consciousness (C), Action (A), Reciprocity (R) and Equilibrium (E).

Consciousness

Care starts with awareness. Pause, look within, and check our inner state. Ask if is there anything we need to work on to recharge our inner reserves so we can show care again. This clarity can help identify the root causes of compassion fatigue and burnout. Once leaders reconnect with their deeper purpose, they can shift from autopilot and make conscious choices that can sustain the inner energy and resources.

Action

Care requires deliberate actions and steps. Every small act — like acknowledging a member’s effort — sparks connection and morale. These actions create a ripple effect, lifting team spirit and countering disillusionment, filling the department with positivity and appreciation.

Reciprocity

Care must flow both ways. By fostering mutual support and energy, ensure your team lifts you as you lift them through collaborative efforts. This reciprocal energy combats the one-sided drain of constant giving, risking the experiences of compassion fatigue.

Equilibrium

Care demands balance. Prioritising the leader’s wellbeing alongside the team’s ensures sustainability. This equilibrium fuels resilience, completing the care cycle with harmony that energises entire departments.

Public sector leaders may start weaving the magic ingredient — the principles of C.A.R.E. — into their everyday leadership. Here’s how:

• Self-care for leaders: Practise Consciousness by routinely taking a few minutes daily to pause and reflect. Establish a ritual of taking note of your moods (swing, stability), your feelings (anxiety, fear, calm) and your body (aches and soreness, immune system compromise), or meditate to stay grounded. Protect Equilibrium by reprioritising and setting healthy boundaries — limit after-hours emails or schedule more outdoor walks. These small habits can recharge you and prevent burnout.
• Relational care for the team: Take conscious Action with small caring gestures, like a handwritten thank you note or a quick check-in with the team before deadlines. Foster Reciprocity by creating safe spaces for feedback — ask: “How can we help you to help us achieve our goals?” and also share your own needs. These micro steps can boost team morale and reduce stress.
• A culture of care for the organisation: Mobilise your team to build systems that sustain care. Embed care in procedures — like routine wellbeing surveys or flexible work policies. Advocate for fair and healthy structures, such as peer support networks, to normalise mutual care. Train managers in empathetic leadership to ensure care cascades. System-level change sets the foundation for cultural shifts.
   

Public sector leaders are facing increasing complex challenges such as burnout, disengagement and distrust. Embracing C.A.R.E. as a refreshed approach may help shift and reverse the downward spiral of energy levels. By implementing small, actionable changes each day, leaders can transform their leadership style, uplift their teams and rebuild the department’s spirit by showing care in a different way.

*Dr Siew Fang Law and Hannes van Rensburg are co-authors of The Power of Care. Siew Fang is a social psychologist and peace psychology expert; Hannes is a leadership coach and former senior executive. Together, they bring their combined expertise and personal experiences to champion a movement of care, offering practical tools and insights to transform lives and create a more compassionate world.

Image credit: iStock.com/jacoblund