Do you have the characteristics of a true L.E.A.D.E.R.?
Leadership is a topic that can lead to information overload. Many theories exist to explain what a leader is and does. Examples abound of good and bad leaders. It’s not what you know that matters, it’s what you can recall that matters. With that in mind perhaps you can test drive the following theory on leadership. The next time you’re evaluating yourself or someone else as a leader see if the tick the following boxes:
Likeability
Empathy
Approachability
Disruptor
Effectiveness
Resilience
Likeability
Professor Richard L Daft defines leadership as, “The ability to influence people toward the attainment of organisational goals.” According to Professor of Psychology Robert Cialdini, likeability is a key factor in the ability of one person to influence another. So, ask yourself the question, have you ever been led by a person you dislike? If yes, was it difficult to be inspired by such a leader. Likeability is not about pandering and pampering others. Likeability is fostered by treating others with respect, being courteous, not being aloof and being consistent.
Empathy
Empathy has two distinct aspects, cognitive and affective. Cognitive empathy is the ability of an individual to see things from another’s perspective. Affective empathy is the ability to ascertain the emotional state of another person. Neither aspect of empathy is easy to engage, for some it is more natural, for others considerable effort needs to be made. The benefits of engaging empathy are considerable as it builds trust and loyalty. As a leader it demonstrates that you actually care about your team as individuals, not just a means to achieve a performance related target.
Approachability
A leader needs honest and direct communication with his/her team. Any barrier impeding effective communication impinges on the ability of a leader to lead. Some leaders are aloof, condescending and abrupt towards their team resulting in less communication and team members avoiding their leader. The sign of a good leader is one that actively courts regular communication with team members and understands the importance of how things are said as well as what is said.
Disruptor
A true leader is willing to challenge the status quo. Issues that need to be addressed such as inappropriate behaviours, socially irresponsible practices and outdated norms will not be avoided by a true leader. Being a disruptor can be difficult, however a leader should have the skill-set to tackle the unpleasant and problematic with grace and determination. The leader should act as a catalyst for change within an organisation as required and not shun the responsibility.
Effectiveness
A true leader achieves what they set out to achieve. They build a reputation as a leader who get things done. The true leader can be relied on to facilitate their team in the achievement of organisational goals on a consistent basis.
Resilience
The ultimate test of a leader is when things go wrong. When serious problems arise a good leader displays resilience. The good leader does not resort to screaming, shouting and blaming others, sound familiar? The good leader maintains composure, seeks alternative courses of action and takes responsibility for the situation at hand.
LEADER CHECKLIST
There are a multitude of other characteristics that could be listed relating to a leader, but how many are you likely to remember? Stick to this checklist and you’re off to a good start!
Likeability
Empathy
Approachability
Disruptor
Effectiveness
Resilience
Let me know your thoughts on this model for assessing the qualities of a leader, post a comment or send me an e mail, michael@michaellukecollins.com
Michael Luke Collins – enhancing the capabilities of staff in management, leadership and communications.
