Unique Leadership Qualities
It’s been found that you can achieve great results and have meaningful relationships at the same time.
Whether your company is a startup or an established firm, I want to share about a compelling leadership model that will get the best out of employees.
Research into a new model of servant-leadership suggests that five characteristics of servant-leadership, when actively demonstrated up, down, and across levels, can lead to a thriving and result-oriented work culture.
Oftentimes, when you try to implement some of the mentioned elements, you may run into challenges. To resolve this very issue, I wrote my 13-book Series “Becoming a Pioneer” – Join the Pioneers Club by Clicking this Link
This newer idea suggests, servant-leaders are people-centric, not egocentric. Their winning formula is to grow people and serve by shining the spotlight on their employees.
Servant-leaders are far from soft; they demand excellence and command a much higher level of trust from their tribe. Over time, according to Grant, they’re much more successful.
Today, scores of successful companies embrace the practice of servant leadership, including Southwest Airlines, Zappos, Nordstrom, The Container Store, and WD-40 Company.
Learn and practice these Five characteristics. While this research is one of many in the servant leadership sphere, it remains one of the favorites.
Organizations looking to boost their leadership effectiveness can start with pursuing the practice of these five traits across all levels of management, in order to have an impact on the people they employ, and on the client’s they serve.
- Being able to display authenticity.
The best leaders are learners; they are open to input from others, even those below them. They are transparent and self-aware – seeking to understand themselves and others to quickly problem solve to an agreed solution. By showing up daily with their most authentic selves and maintaining a high level of integrity, they generate trust seamlessly and develop more productive relationships than their less authentic counterparts.
- Being able to value others as workers and human beings.
True leaders put others first before self. They will, first and foremost, believe and trust in their people — their strengths, abilities, potential, and commitment to the job – before they must earn it. These leaders maintain a high view of their people, show them respect and dignity, and will listen receptively to them and their needs, in a nonjudgmental way
- Being able to grow their people.
In the research data, great leaders provide for learning and growth, and develop potential and career paths for others. They also model appropriate behavior and build up their people through encouragement and affirmation.
- Being able to provide direction.
They will envision the future and utilize intuition and foresight to direct the organization forward; they take initiative and move out ahead; and they consistently clarify goals and expectations to get to the vision.
- Being able to share leadership.
Research found that the strength in great leaders comes from sharing power and decision making and pushing authority down to empower others. Because of their selfless nature, sharing their status in relation to position or honor is a given. Lastly, they use persuasion to influence others instead of coercion.
Whatever your belief about which evidence-based, leadership framework or philosophy is most effective, isn’t as important as first finding out the health of your organization! Once top decision-makers clearly understand how employees feel about the environment they work in, they can determine the best strategy for helping all levels of management successfully navigate the challenges and demands of the future.