This diploma thesis examines the relationship between perceived leader empathy and
organisational climate in a selected public-sector organisation. The study aimed to
provide an empirical basis for identifying priority areas for improvement and to
formulate recommendations for strengthening empathetic leadership and improving
organisational climate. Objectives were to assess perceived leader empathy and
organisational climate, examine their relationship, and investigate differences in
perceived empathy according to organisational tenure. A quantitative cross-sectional
study was conducted using an online questionnaire. Analysis included 52
questionnaires. Perceived empathy was measured using eight items and
organisational climate using fifteen items on a five-point Likert scale. Both scales
demonstrated very high internal consistency. Mean scores were 3.04 for perceived
leader empathy and 2.81 for organisational climate. A strong, positive, statistically
significant relationship was found (r = .875, p < .001), supporting the first hypothesis
that higher perceived leader empathy is positively associated with organisational
climate. Differences in perceived empathy according to organisational tenure were not
statistically significant (p = .660); therefore, the second hypothesis proposing these
differences was not supported. The study identifies relationships, trust,
communication, and employee well-being as priority areas for improvement. Proposed
measures include regular discussions with employees, leadership training, clearer and
timely communication, strengthening trust and cooperation, recognising good work,
and periodically monitoring organisational climate. Limitations include the singleorganisation
setting, small purposive sample, self-report measurement, and crosssectional
design, precluding causal inference and generalisation to the entire public
sector. Future research should include multiple organisations, several data sources,
and monitoring changes over time.
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