Leadership is one of those
nebulous terms -- you hear it all the time but it has various definitions.
The traits that make up a
good leader can vary depending on the organization, team, manager and work
environment.
Leadership can also vary
in style -- are you someone who dictates the group and doesn't listen to anyone
else's opinion? Or do you lead with a more bureaucratic or democratic style?
"Every leader has a
particular style of leadership that is innate.
However, the behaviors,
attitudes or methods of delivery that are effective for one staff member may in
fact be counterproductive for another," says Michael Burke, account
supervisor, MSR Communications, a public relations firm.
"Great leaders are
aware of their own style and make the effort to learn how their style actually
comes across to their team. They learn to flex their leadership style to
individual team members so that they communicate and behave in ways that
motivate and inspire."
Here are what five
leadership professionals consider to be traits that make up a good leader:
Rachael Fisher-Layne, vice president of media
relations, JCPR, a public relations agency
1. Honesty.
Always do the honest thing. It makes employees feel like they know where they
stand with you at all times.
2. Focus.
Know where you're going and have a strong stated mission to lead people on. If
you're not sure, how can your people be sure?
You have to have strong
focus and stay the course.
3. Passion.
Whatever it is, you must have passion for what you're doing. Live, breathe, eat
and sleep your mission.
4. Respect.
Not playing favorites with people and treating all people -- no matter what
station in life, what class or what rank in the org chart -- the same.
5. Excellent persuasion abilities. People have to believe in you and your credibility.
Image is everything and the
belief people have in you, your product, your mission, your facts or your
reputation are key to being a great leader.
You have to persuade
people of this -- it doesn't just happen.
Darcy Eikenberg, a leadership and workplace coach, Red
Cape Revolution
1. Confidence.
If you don't believe in yourself, no one will.
I hear leaders worrying
that if they show too much confidence, others will think them arrogant.
The reality is people want
to know what you know for sure -- and what you don't.
Having the confidence to
say "I don't know" is a powerful skill.
2. Clarity.
The only way you can get confidence is by becoming really, really clear about
who you are and what is most important to you.
New leaders fail when they
try to become all things to all people, or try to do too much out of their area
of excellence.
Clarity helps you say
"yes" to the right things -- and "no" to others.
3. Care. The
strongest, most effective leaders I've met care not just about the business,
but about the people in it and the people impacted by it.
Plus, they show they care
through their words and actions, even proving how they care for themselves and
their family by taking unplugged vacations and continuing their own
professional development.
Care shouldn't be a
four-letter word in our workplace today -- and the best leaders know it.
Tom Armour, co-founder, High Return Selection, a
recruitment firm
1. Integrity.
They are people who are respected and worth listening to. I find in general due
to all of the economic difficulties, employees prioritize and seek leaders and
organizations that are honest and meet their commitments.
2. Compassion.
Too many leaders these days manage with the balance sheet, often times at the
expense of their employees and long-term customer relationships.
Talented people want to
work for leaders and organizations that truly care about their employees and
the communities in which they operate.
3. Shared vision and actions. People produce real business gains and smart people
need to understand what is needed and be part of the solution.
4. Engagement.
Great business leaders are able to get all members of their teams engaged. They
do this by offering them challenge, seeking their ideas and contributions and
providing them with recognition for their contributions.
5. Celebration.
In today's work environment, people are working very long hours and they need
to take some time to celebrate their successes in order to recharge their
batteries.
Those leaders who fail to
do this create burnout environment overtime.
1. Humility.
True leaders have confidence but realize the point at which it becomes hubris.
2. Empowering.
True leaders make their associates feel emboldened and powerful, not diminished
and powerless.
3. Collaborative. True leaders solicit input and feedback from those around them so
that everyone feels part of the process.
4. Communicative. True leaders share their vision or strategy often with those around
them.
5. Fearlessness.
True leaders are not afraid to take risks or make mistakes. True leaders make
mistakes born from risk.
Nancy Clark, author of "18 Holes for
Leadership"
1. Genuine.
You need to be clear on what your values are and must be consistent in applying
them.
As part of that, you need
to have the courage to hold true to them.
You must not lose sight of
reality.
Lost values may be one of
the biggest causes of downfalls.
2. Self-awareness. You need to be clear on what your strengths are and what complementary
strengths you need from others. This includes understanding others and learning
how best to utilize their strengths.
Many unsophisticated
leaders think everyone should be like them; that too can cause their downfall.
They surround themselves with people like them. "Group think" can
blindside them and cause failure.
3. Leverage team strengths. Part of awareness is don't expect people to change.
If you think you can change someone, think again.
This doesn't mean you
can't help them grow and develop. But don't expect to change anyone (even
yourself) behaviorally.
We are who we are.
Your job as a leader is to
understand each person's strengths and place them in positions where they can
flourish and grow.
If you are good at that,
you have a huge part of the equation for success.
4. Leadership transitions. Going from individual contributor to supervisor is
only the first of many transitions along the leadership pipeline.
You need to understand the
business model, how it applies to your current position, what you need to do to
provide the greatest value, and how to leverage your strengths at this level.
This requires building
competencies and focusing on the right things.
No one ever tells you that
there are many levels and many adjustments you need to make along the way.
5. Supportive.
You need to foster a positive environment that allows your team to flourish.
Also by aligning the
reward and recognition systems that best match your teams profile and deliver
results.
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