5.1.2 Some Leadership Qualities that Make a Good Leader?

5.1.2.1 Integrity

Leaders succeed when they stick to their word, when they live by their core values, and when they lead by example and follow through.   It’s the foundation of all other leadership qualities.

Some of the qualities of a leader operating from integrity … 

• Apologizing for mistakes
• Highlighting the work of their team and downplaying their own contributions
• Giving the benefit of the doubt when circumstances are unclear
• Being appreciative of people’s time

“Integrity is doing the right thing, even when no one is watching” 

– C.S. Lewis

5.1.2.2 Accountability

The quote “A good leader takes little more than his share of the blame and little less than his share of the credit” from Arnold Glasow reflects the approach to accountability.   A strong leader is accountable for their team’s results, good and bad. They hold themselves and their team accountable for their actions, and this creates a sense of responsibility among the team.

They give credit where credit is due, and take responsibility for blame when necessary. Being accountable and leading by example is one of the quickest ways a leader builds trust with their team.

5.1.2.3 Empathy

A true leader understands their followers’ motivations, what they like and dislike and their problems, in order to forge a personal connection with them.

Empathy is understanding their team and enables them to make better predictions, improve strategies, and inspire loyalty among their teams. Understanding where people are coming from helps facilitate a more human environment where team members are more productive and leaders thrive.

For example, if an employee is consistently 15 minutes late, good leaders won’t assign blame to them immediately, but look first at the why question. Why are they late?   Maybe they’re dealing with a personal struggle at home, health issues or car troubles. Real leaders are empathetic with their teams and deeply understand their motivations, before they make decisions about behavior.

5.1.2.4 Delegation

A difficult transition for many leaders is the shift from doing to leading.

Many new leaders are accustomed to doing all the work themselves and struggle to let others handle responsibilities on their own. Good leaders learn to elevate their team members. They must be more essential and less involved. 

This requires leaders to shape others’ thoughts and ideas toward a common goal. They give their team members everything they need to be successful and get out of the way, not directing their path, but setting clear expectations and explaining where the finish line is.

They don’t feel threatened by their subordinates’ successes. Through delegation teams develop and progress, as they are given more responsibility, and this enables them to contribute in the most meaningful way.

5.1.2.4 Humility

When it comes to leadership, it is tempting to become captivated with a new title or status.   However, it is important that leaders focus on their team more than they focus on themselves. Leaders can’t be effective if they’re more concerned with themselves, and how they come across, than with the well-being of their team. As Thomas Merton said, “Pride makes us artificial and humility makes us real.”  Being humble and vulnerable with their team members will make a leader much more relatable and effective.

5.1.2.5 Resilience

The resolve of a leader is not how they perform during good times, but how they roll up their sleeves and produce when times get difficult.  Good leaders lead by example and unite their team no matter the circumstances. They react to situations with a calm, collected manner and focus on solutions rather than on problems.   Resilience is a leadership trait that comes with experience.

5.1.2.6 Vision

Jack Welch said, “Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.”   A good leader is clear about the direction being taken. Team members can’t succeed if they don’t see the goal in front of them and the steps to get there.  True leaders inspire loyalty, enthusiasm and commitment, help remind everyone of the big picture, and challenge people to outdo themselves by tapping into their individual qualities.   Sharing this vision and compelling others to act is a secret attribute of successful leaders.

“Where there is no vision, the people perish …”  Proverbs 29:18

5.1.2.7. Influence

Some leaders believe that when they attain a certain level of leadership status, respect will automatically be given to them. This is not the case.

Leadership and influence are not interchangeable and respect has to be earned. Here are some things that leaders can do to increase their influence:

• Clearly state what they want
• Connect with people emotionally
• Make others feel important
• Be vulnerable and charismatic
• Work toward common shared goals
• Ask for suggestions and input
• Build real, lasting relationships

So in everything do to others what you would have them do to you, for this sums up the Law and the Prophets. Matt. 7:12

All of this can be a little overwhelming and it is not expected that you would be all these things from the first moment of leadership.  The intention here is that these are some guidelines for how a leader acts, and to create some shortcuts that will help you avoid some of the pitfalls that will occur to you as leaders.

Also, although this module is about encouraging servant leadership it is also important to remember that each person needs to choose to follow.  As Andrew Carnegie was known to say: “You cannot push anyone up a ladder unless s/he is willing to climb a little.” 

Questions:

• What qualities do you see in yourself and which ones would you like to work on to develop?  
• With those qualities you want to develop, how would you set about doing this?