Ever wonder why some leaders are so much more successful at driving results than others? That’s because a leader’s influence is limited by their skills. The stronger their leadership skills, the greater their ability to help their teams accomplish goals.
Schwab says, Pope Francis has “the soul of a leader.” It is true that “most leaders succumb, at one point or another, to the comfortable trappings of office. Yet Pope Francis continues to live a simple and uncluttered life,” like Uruguay’s former president, Jose Mujica, who lived on a ramshackle farm and gave away most of his salary.
Andrew Deen is a writer who informative content in the field of business and law. In this article he explains a few characteristics of successful leaders and aims to encourage further study with a Norwich University Online Masters Degree in Organizational Leadership.
Clear any organizational roadblocks for your team that could limit creativity and innovation. Ask and provide them with what they need to be successful and achieve their work. Don’t get in their way if they’re meeting or exceeding expectations.
Jump up ^ Arvey, R. D.; Rotundo, M.; Johnson, W.; Zhang, Z.; McGue, M. (2006). “The determinants of leadership role occupancy: Genetic and personality factors”. The Leadership Quarterly. 17: 1–20. doi:10.1016/j.leaqua.2005.10.009.
Last but certainly not the least, is empathy. Leaders should develop empathy with their followers. Unfortunately, most leaders follow a dictatorial style and neglect empathy altogether. Due to this, they fail to make a closer connection with their followers. Understanding the problems of your followers and feeling their pain is the first step to become an effective leader. Even that is not enough until you work hard and provide your followers with the suitable solution to their problems.
To grow your team, you have to pay attention to them. Forcing numbers and leaving them to figure out roles won’t do them justice. Get to know them on an individual level and commit to them becoming more resourceful members of your group (what role do they fit best in? What resources could they use). Help them learn, help them grow, and help them take the reins when you need back up.
What SUCCESSFUL people do: They study salary negotiation, the mistakes most people make when trying to negotiate, and how to crack the negotiation code. They make a list of all the reasons they’ve EARNED a raise and they create a strategy for addressing the objections their boss might throw at them. Then they rehearse their pitch 100 times. They practice in front of a mirror, with their friends, and with strangers on the street. And they get results like Andrew who doubled his salary to nearly six figures.
Situational theory also appeared as a reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) (and Karl Marx) said that the times produce the person and not the other way around. This theory assumes that different situations call for different characteristics; according to this group of theories, no single optimal psychographic profile of a leader exists. According to the theory, “what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions.”
Magnanimity means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company. Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about themselves and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership.
In the article What is a Leader I’ve defined it as “a credible person who can alters one’s thought, feelings or actions in a manner that enlists others to pursue the accomplishment of a common goal.” Thus, a good leader is someone that can sustain the enlistment of others in order to pursue a common goal.
That being said, you have to know your place. There will be times when you have to make the decision yourself and times when you have to give the team time to form a consensus. Respect your followers — what might happen if you veto their opinions? Which brings us to…
You can also look at it as an opportunity to preempt the risk. If you’re checking in regularly on how they’re doing, and especially if they’re happy in their role leading up to their anniversary, you can make changes before they ever get their resume ready.
Bruna Martinuzzi is the founder of Clarion Enterprises Ltd., and the author of two books: Presenting with Credibility: Practical Tools and Techniques for Effective Presentations and The Leader as a Mensch: Become the Kind of Person Others Want to Follow.
The 34th President of United States, Dwight.D.Eisenhower once said, “The supreme quality of leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.” Honesty and integrity are two important ingredients which make a good leader. How can you expect your followers to be honest when you lack these qualities yourself? Leaders succeed when they stick to their values and core beliefs and without ethics, this will not be possible.
Successful school leaders are outward-looking and curious. As Teresa Tunnadine, headteacher at the Compton School in Barnet, states: “Headship is about having at least one foot outside of the school looking at what’s going on elsewhere and picking up good ideas.” They are excellent networkers and great opportunists, always in touch with events.
Motivate followers. Transformational leaders also provide inspirational motivation to encourage their followers to get into action. Of course, being inspirational isn’t always easy. Fortunately, you don’t need motivational speeches to rouse your group members. Being genuinely passionate about ideas or goals, helping followers feel included in the process and offering recognition, praise and rewards for people’s accomplishments works good for motivation.
Running the military’s technology innovation lab in the middle of the austerity era is no easy task. But Prabhakar, who first led a major federal office when she was only 34 and later spent time as a venture capitalist, is meeting the challenge with an outsider’s enthusiasm. Key Beltway stakeholders are taking notice. Says Thomas Mahnken, a defense expert at Johns Hopkins University: “She’s very charismatic.”
A team is normally comprised of a number of team members and a team leader. Needless to say, the onus of success lies on the shoulders of the entire team, but the team leader bears most of the burden.