LEADERSHIP ATTRIBUTES
When looking at the personal attributes that define a Leader, different authors will cite from 5 to 20 or more attributes. Some of these attributes represent basic components of an individual’s character, but most can be learned or developed by awareness and practice. Often list will fewer attributes simply group attributes that are included on more comprehensive lists. In this article, we have presented the lists: to provide an overview of how leaders are assessed by other; to provide direction on how to learn or refine your own leadership style and skills; and to provide areas to focus and emulate as you develop and practice to improve your leadership skills.
For a work team to be effective, a leader must have vision, must be an entrepreneur, must inspire others, must set standards, must orchestrate methods, must understand people and must measure results.
1. Vision
Vision is the attribute that drives the leader, the reason for existence and motivation behind being in the business. The vision the leader has allows him or her to clearly visualize what the business will be like when it is fully developed. If the leader is passionate about the vision and allows that passion to create an intensity or internal drive, then that drive will become an unstoppable force that drives the future of the business.
2. Entrepreneur
An entrepreneur is someone who creates a business. For the leader with intense vision, the business is a means to an end, the vehicle which allows the vision to be fulfilled. The leaders’ function is to develop the business and if the vision is intense, they will never allow themselves to become bogged down by the day to day details. The end result is always the focus.
3. Inspires Others
A strong leader affects others and inspires them to join the quest to fulfill the vision. For the leader, it is much more important that the people recruited to the cause are committed to the same vision, rather than having all the appropriate skills to do the work functions. Skills can be learnt, but commitment is inherent.
4. Sets Standards
The leader sets the standards of performance in the business. If this is not done deliberately it will happen by default. The employees will automatically follow the example of the leader. It is best that the standards are clearly spelled out so there is no misunderstanding of what the leader expects.
5. Orchestrator
To the leader, the way things are done are important. The quality of service the business provides must not be left to chance. The leader takes the trouble to determine the best way for things to be done and orchestrates the methods used in the business to perform the work. This allows the business to be well organized. Quality Assurance systems are based on orchestration.
6. Understands People
The leader understands that the business must meet the needs of people, it must motivate them. It must motivate customers to buy and it must motivate employees to perform the work. In the orchestration process, the leader establishes systems that are designed to motivate both customers and employees to produce the required results.
7. Measures Results
Results is what it is all about. The leader is results oriented and measures progress towards achieving the results, which leads to fulfilling the mission. Knowing the results allows the leader to redirect employees if results are not on track and to reward employees for good performance.
Developing Leadership Skills: Personal Attributes
The list of leadership attributes is extensive and it is difficult for anyone to maintain proficiency in exhibiting them all consistently, but they are the attributes needed by, and expected of leaders. The size of the organisation, the business sector, whether public or private, is of no consequence. The leaders of all organisations should be role models for others, be visible champions of high standards of professional and ethical behaviour, be leaders who others in their organisations can be proud of, and be leaders that competitors are envious of. Not many of these characteristics are imbued in our leaders by default. They have to be learned, can be learned, and should then be continuously developed and enhanced. With these personal attributes in place, and being demonstrated in behaviour and actions, business leaders will be more effective and more successful.
Personal Attributes are a blend of knowledge, expertise, and competencies, encapsulated in the approach, the behaviour, of the leader. They can be learned or refined by:
Behaving Ethically: Behave ethically by; earning about the ethical issues and concerns that impact on your business sector; adopting a balanced, open-minded approach to the ethical concerns of others; considering the ethical issues and implications of all personal actions and organisational activity; raising and discussing ethical issues before proposing or agreeing to decisions; resisting pressures from the organisation or its partners to achieve objectives by unethical means.
Thinking Strategically: Think strategically by; learning and understanding how the different functions, physical divisions, and layers, of the organisation should work together: understanding the complexities of, and the changes happening in, the external environment, and considering how the organisation can best respond the these; understanding the strengths and weaknesses of the organisation, and the opportunities and threats facing it; understanding how the strategic objectives are influenced by all the current and forecast influences that will impact on the organisation; understanding that the operational objectives and targets must be in line with and support the strategic objectives of the organisation; being aware of and responding to the behaviour of current and potential competitors.
Goal Setting: Plan by establishing realistic and achievable goals for yourself, your work group and your organization. Support corporate goals in your planning efforts and align the goals for your work group (and hopefully for yourself), by: helping to create and communicate a vision which can be understood and supported by people at all levels; helping others to understand and contribute to the strategic goals; giving visible personal support to the strategic direction and specific goals set by the organisation.
Communicating Effectively: Become effectively in your communications by; being responsive to messages and signals from the internal and external environments; making effective use of communication channels from and to all levels within the organisation; pro-actively encourage the exchange of information within the organisation, and amongst suppliers, customers and partners; listening to others, including those with opposing views, carefully and thoughtfully; selecting personal communication styles that are appropriate to the different situations and audiences.
Gathering Information: Become effective at gathering information by: establishing multiple channels and networks which generate a constant flow of information, from within and outside the organisation; regularly and consistently gathering, analysing, challenging, and using the information gathered.
Making Decisions: Make effective decisions by: establishing a consistent approach to the analysis of information; drawing on personal experience and knowledge to identify current and potential problems; consider a range of solutions before selecting the final one; ensuring that the selected decision is feasible, achievable, and affordable; considering the impact of the decision on all stakeholders, at all levels, before approving implementation.
Developing Effective Teams: Develop effective teams by: appreciating the contribution of others, at all levels in the organisation; ensuring that individuals and teams are kept informed of plans, developments and issues that will affect them; ensuring that individual and team development schemes are given appropriate priority; providing personal support for the implementation and maintenance of development activities for individuals and teams at all levels.
Behaving Assertively: Behave assertively by: understanding and responding to personal roles and responsibilities; adopting a leading role in initiating action and decision making; taking personal responsibility for decisions and actions; being properly prepared for involvement in activities and events; being confident and professional in dealing with change and challenges; refusing unreasonable demands; defending and protecting individuals and teams from unfair or discriminatory actions; remaining professional in manner at all times.
Concentrating On Results: Concentrate on results by: contributing to the establishment of an organisational culture that demands high standards and high levels of performance; focusing on objectives and planned outcomes, at all times; dealing with issues and problems when they arise; planning and scheduling personal work and the work of others in ways which make best use of available resources; delegating appropriately; giving personal attention to the critical issues and events.
Managing Yourself: Manage yourself by: reflecting regularly on personal performance and progress; pro-actively asking for feedback on personal performance; changing personal behaviour in the light of feedback received; being responsible for your own personal development needs.
Presenting a Positive Image: Present a positive image by: adopting a leading role in initiating action and decision making; behaving in a professional manner at all times; being open-minded and responsive to the needs of others; visibly working towards personal and career development goals; adopting an ethical approach to all personal and organisational activity; being supportive to colleagues; demonstrating fairness and integrity at all times.
In Summary:
When the attributes of highly effective leaders are examined, the following attributes are commonly identified. Use the list to focus your own leadership development.
1. Honesty or integrity
2. A high level of people skills
3. Initiative, assertiveness, drive, or determination
4. Excellent communication skills or willingness to speak up, take a position, or take charge
5. Vision (being forward-looking)
6. Desire or passion to lead and inspire
7. Positive attitude and self-confidence; charisma
8. Knowledge of the business and/or group task at hand; competence
9. The ability to overcome adversity or obstacles
10. Being a Servant-Leader, serving people, and especially being humble
11. Having a sense of meaning (religious faith, spiritual or strong commitment to your profession, and/or strong family ties)
12. Framing or recognizing the worst adversity as an opportunity
13. Having a mentor or mentors in their development as leaders
Getting Started:
For those interested in developing their own leadership skills, it will require a combination of acquiring new knowledge of management theory and human behaviour, and practice in using the new skills and knowledge that you learn. We offer the following suggestions:
• Participate in courses offered by your employer
• Participate in courses offered by local community colleges or universities
• Participate in on-line courses offered by community colleges or universities
• Attend presentations, workshops and conferences organized by professional organizations such as the CMLA
• Attend presentations, workshops and conferences organized by commercial companies for their clients
• Read leadership development articles in trade journals
• Read books related to leadership development
• Participation in committee work.
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