How leadership can convey meaning – especially in times of change
- Aurelia Hack
- Nov 26
- 5 min read
Reading time: approx. 6–8 minutes
In a world where markets, technologies, and work models are changing at breakneck speed, many employees experience change as chaos. New processes again. New responsibilities. New uncertainties. In such moments, it's easy to feel lost. What stabilizes us in this dynamic environment? Meaning.
When leaders in times of change not only give instructions but also create meaning , something exciting happens: employees understand not only the "what" but also the "why", feel included – and develop an intrinsic motivation to actively participate.
Providing meaning is therefore not a nice add-on, but an essential component of healthy, future-proof leadership.
In this article I will show you:
Why meaning is crucial , especially during periods of change
Which scientifically based leadership styles and communication mechanisms are particularly effective?
Three concrete levers you can use as a leader to anchor meaning in your team.
What this means for the mental health of your team members
Why meaning is so important in times of change
1. Experiencing meaning increases the willingness to change.
When people can understand why something should be changed – that is, when they perceive change not only as a burden but as a meaningful development – their acceptance and willingness to support changes increases.
A study on change readiness found that organizational cultural value and identification with values conveyed by leadership strengthen the intrinsic motivation of employees and their willingness to change.
The stronger the value fit, the stronger the commitment and the lower the resistance.
2. Leadership with vision – and compassion
Transformational or purpose-driven leadership is particularly effective when it comes to conveying meaning. Such leaders formulate a vision that transcends short-term economic goals and connects it to the human desire for purpose.
Not only clear words, but also empathetic communication plays a role: A recent study shows that managers who use motivating language strengthen the feeling of importance among employees – and thus promote engagement.
Meaning arises not only from grand visions, but above all from the way you talk about change .
3. Symbolic leadership as an anchor of meaning
A less well-known but powerful approach is symbolic leadership . This leadership style involves not only rational communication, but also creating meaning through symbols, gestures, rituals, and images.
Especially in times of change, symbolic leadership can help: It provides orientation, creates shared mental models ("This is how we see our future") and strengthens a collective sense of identity.
Importance for mental health and sustainable motivation
When leadership conveys meaning in times of change, it creates more than just short-term compliance:
Motivation becomes intrinsic : Employees feel connected to the change and not externally controlled, which activates their inner strength.
Resilience increases : Meaning provides support – even in times of uncertainty and pressure. Those who see the "common thread" can navigate difficult phases more effectively.
Psychological stress decreases : Transparency, participation and symbolic communication create security and reduce fear of change.
Engagement and innovation grow : When people understand why something is important and identify with the goals, they develop creative solutions and actively contribute to change.
Furthermore, research shows that leadership that creates meaning has positive effects on employee engagement and retention, especially in dynamic and volatile times.
Three levers you can use as a leader to convey meaning in times of change
Especially in times of change, people don't primarily look for meticulous change roadmaps – but rather for guidance, meaning, and support. These three levers will help you anchor exactly that within your team.
Lever 1: Formulate and communicate meaningful visions
Designing a vision with meaning
Develop a long-term, motivating vision that goes beyond purely economic considerations. Ask yourself: What significance does this change have for my team, my customers, or society?
Such a meaningful approach helps people to establish an emotional connection to change and not just experience external coercion.
Use motivating language
Studies show that leaders who consciously use motivating, empathetic and meaningful language strengthen the psychological "meaning" of employees.
Motivational language (e.g., encouragement, appreciation, meaningful formulations) thus not only increases engagement but also the "felt why".
Ritualizing meaning
Establishment of regular moments (meetings, workshops, retrospectives) in which vision, values and change are consciously addressed.
Use storytelling, metaphors, or shared reflection rituals to bring the vision to life.
Such rituals create continuity and emotional anchoring, especially when a lot is changing.
Lever 2: Creating a values-oriented culture and participatory identification
Promoting a culture of participation
Enable employees to actively participate in shaping the change: topics, decisions, project ideas.
Participation creates a stronger potential for identification: When people can have their say, they understand the "why" better and take responsibility.
Making values visible
Values should not only be stated in the mission statement, but should be lived out in concrete actions (e.g. decisions, feedback, recognition).
This is how the company's mission and personal values are combined: employees see that what they do is not only economically, but also morally or socially relevant.
Use coaching leadership
Coaching leadership means guiding employees through targeted questions, promoting reflection and development, rather than simply delegating.
Studies show that coaching behavior by managers (e.g., encouraging exploration, guiding learning) significantly increases the learning orientation of employees.
Another paper found that coaching leadership increases engagement and identification because it promotes meaning, autonomy, and accountability.
Especially during times of change, coaching can help employees find their place, contribute their ideas, and develop personally and methodologically.
Lever 3: Strengthening trust, communication & psychological safety
Creating transparency
Share openly with the team what is changing, why the change is necessary, what the next steps are, and what uncertainties still exist.
According to change management research , effective communication is crucial in change processes to generate acceptance and trust.
Transparency shows that you trust your team and take it seriously – this strengthens the sense of purpose and community.
Establishing psychological safety
Create a space where employees can ask questions, express concerns, and make mistakes without fear of negative consequences.
When people feel they are allowed to be open, their willingness to contribute increases – and that's exactly where meaning comes from, because their perspective counts.
Use symbolic leadership
Symbols, rituals, or visual metaphors can make meaning tangible – and serve as emotional anchors in times of change.
A scientific study on the symbolic influence of leaders shows that CEOs can create emotional bonds with employees through symbols – such as metaphors, rituals, or symbolic gestures.
Organizational research also emphasizes that symbolic leadership in transformation processes creates cultural identity and strengthens the collective "we-feeling".
Such symbolic anchors can help to shape change not only rationally, but also emotionally.
If you are ready to actively shape purpose-driven leadership in your team – especially in times of change – then let's talk.
I support leaders and organizations in developing a culture where change is not only accepted but lived with meaning – with mental strength, commitment and genuine purpose.
💭 Reflection questions to take away:
What is the "why" behind the change in my company – and have I formulated it clearly and inspiringly for my team?
In what moments do I, as a leader, feel not only like a decision-maker, but also like a creator of meaning?
What symbolic elements (rituals, images, stories) can we use to make the change emotionally tangible for my team?
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