Top 3 qualities of a good leader


Jun 12, 2015
The notion that one must be born a leader and that people cannot grow and develop leadership capacity is an archaic way of thinking. Leadership can be learned and developed. Research conducted on twins found that as much as 70 percent of leadership is learned (Arvey, Rotundo, Johnson, Zhang, & McGue, 2006). This research suggests that people may be born with some genetic predispositions that may help them more easily engage in leadership (e.g., extraversion, stamina).

Bellow are the Top 3 qualities of a good leader.

Quality 1 - Be A Role-Model

Titles are granted, but it’s your behavior that earns you respect. Titles don’t make you a leader. It’s how you behave that makes a difference. The world is filled with people who have made a difference even though they did not have the formal authority to do so. Take a minute to see whether you can name a few people who engaged in leadership without having the formal title of leader. Although having a formal leadership role can have its benefits and can help you influence others, this is not a prerequisite to leading. One of the great benefits of recognizing that leadership does not require a title is knowing that you can immediately start making a difference. Join a committee, start a club, fill a need that you see, volunteer in your community, and make a difference.

Before you can be a leader of others, you need to know clearly who you are and what your core values are. Once you know that, then you can give those values a voice and feel comfortable sharing them with others. But your values aren’t the only values. On every team, and in every organization and community, others also feel strongly about matters of principle. As a leader, you also must affirm the shared values of the group.

Leaders’ deeds are far more important than eloquent speeches. Words and deeds must be consistent. Exemplary leaders set the example by aligning actions with shared values. Leading by example is more effective than leading by command. If people see that you work hard while preaching hard work, they are more likely to follow you. One of the best ways to prove that something is important is by doing it yourself and setting an example.

Quality 2 - Inspire a Shared Vision

Leaders envision the future by imagining exciting and ennobling possibilities. You need to make something happen, to change the way things are, to create something that no one else has ever created before. Much as an architect draws a blueprint or an engineer builds a model, you need to have a clear vision of what the results should look like before starting any project.

You can’t command commitment; you have to inspire it. You have to enlist others in a common vision by appealing to shared aspirations.You need to have clear goals and a vision to make a positive difference and share that vision with others and get them to believe in it. Unity of purpose is forged when you show your constituents how the dream is a shared dream and how it fulfills the common good. When you express your enthusiasm and excitement for the vision, you ignite that passion in others.

Quality 3 - Challenge the Process (status quo)

Every single personal-best leadership case involved a change from the status quo. Not one person claimed to have achieved a personal best by keeping things the same. The challenge might have been an innovative new product, a cutting-edge service, or the start-up of a new plant or business. It could also be dealing with unexpected economic downturns, personal betrayal, loss of physical ability, natural disasters, civil unrest, and technological disruptions.

Leaders don’t sit idly by waiting for fate to smile on them. Leaders are pioneers, willing to step out into the unknown. But leaders aren’t the only creators or originators of new products, services, or processes. You have to constantly be looking outside yourself and your organization for new and innovative products, processes, and services. You need to search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.

Because innovation and change involve experimenting and taking risks, your major contribution will be to create a climate for experimentation in which there is recognition of good ideas, support of those ideas, and the willingness to challenge the system. Taking risks is never easy; however taking risks is necessary because it requires you and those you are working with to challenge not only what you are working on but how you work. Sometimes the risks pay off and sometimes they do not, but what is always true is that if you do not take a risk, you won’t get any gain.

When you take risks, mistakes and failures are inevitable. Proceed anyway. One way of dealing with the potential failures of experimentation is by constantly generating small wins and learning from experience.


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