Leadership

Leadership is a concept that almost everyone interprets in their own way, filling it with different criteria and characteristics. In our society, when we speak of leadership, what still comes to mind is being domineering, insisting on having one’s own way, being indifferent to the ideas and expectations of others, and prioritising one’s own interests and agenda. Starting as early as nursery school, we have, unfortunately, witnessed children who show no regard for others, do not recognise authority and have no concept of boundaries being incorrectly labelled by their teachers as possessing ‘leadership qualities’ or having a ‘leader’s spirit’ (with all due respect to those who are genuinely so). On the other hand, we continue to encounter managers in companies asking questions such as, ‘If I admit I’ve made a mistake, won’t that undermine my leadership?’

So, what exactly is this thing called ‘leadership’, and what are its indicators? Is it in our genes, or can it be developed later in life? Leaders have been shaping communities, nations and organisational structures for thousands of years. Of course, whilst it has endured for thousands of years, the concept of leadership has also evolved and been dynamically redefined time and again, depending on the era, context and the individual. When defining leadership, as with many issues, we once again attempt to describe the abstract through the concrete. Throughout history, the world has seen many good and bad leaders. By recognising and understanding them, we have sought to define what leadership entails and what qualities a good leader should possess. However, defining the bad is always easier than defining the good. According to research carried out by the Centre for Creative Leadership, a good leader is expected to possess ten key characteristics:

• • Integrity (transparency and accountability)
• • The ability to delegate (not seeking to hold all power in one’s own hands)
• • Communication (open and clear)
• • Sense of humour (constructive and thought-provoking, not sarcastic or demeaning)
• • Trust (in one’s own resources and in others)
• • Loyalty (dedication)
• • Positive attitude (positive and optimistic in general demeanour and approach)
• • Creativity (original and authentic)
• • Ability to inspire (seeing the good in others and encouraging them to realise their potential)
• • Intuition (the ability to perceive and make sense of even the faintest connections between events through a keen eye for patterns)

Undoubtedly, whilst such studies may differ depending on the researcher’s objective, sample, methodology and interpretation of results, they converge on certain key findings.

Although many strong and successful leaders may not exhibit all of the above traits, it is evident that they are able to demonstrate at least more than half of them effectively. Now, take a look at yourself through the lens of these characteristics – what do you see? If you feel you do not display the characteristics listed above, or possess only a few of them, do not worry. Whilst certain innate character traits may support leadership behaviour, this merely provides an advantage, because leadership is not a matter of ‘being born’ a leader, but rather a journey of ‘becoming’ one.

Once this process of becoming has taken place within you, leadership behaviours are learnt—just like all other learning processes—through trial and error and by drawing lessons from experience. Self-awareness, effective communication, the ability to exert personal influence, and learning agility (openness to development and learning) are the four core competencies required of every leader, at any level. Individuals who are proficient in these four core competencies find it much easier to demonstrate the ten characteristics listed above and are far more successful in doing so.

It may not be expected that every good leader is highly creative, but good leaders always foster a sense of trust around them. They both trust those around them and demonstrate this trust, whilst also knowing how to be worthy of the trust placed in them. A good leader may not necessarily possess a great sense of humour, but honesty is non-negotiable. Good leaders can account for all their actions and words, and are willing to do so. They are transparent and do not seek to take advantage of murky waters. Good leaders understand the difference between adaptability and opportunism, and do not confuse the two. Whilst communicating with those around them at a level they can understand, they also strive to create the foundation and environment necessary for their development.

One of the most enjoyable and productive ways to develop leadership qualities is to learn from role models. Observe the behaviour of those in your circle whom you would describe as good leaders. Examine how they communicate with others, their approach to handling problems, how they use humour, their tone, and their body language. Pay attention to the maturity they display when they are in the wrong, and the humility they show when they are in the right. Then try to adapt these behaviours to the situations you encounter. It is inevitable that this will feel somewhat artificial at first, but as you practise these behaviours, you will eventually find ways to express them in your own style, blended with your own personality – and this will happen in a way you may not even realise.

Of course, learning from role models is not the only way to develop the four key competencies listed above. To gain knowledge about leadership styles and competencies, you need to read, research, attend training courses or workshops where possible, and then observe how these theories play out in the behaviour of those around you. It is important to review our own attitudes and behaviours in the light of every new piece of knowledge we acquire, and to be able to identify, with sincerity, the areas or topics where we need to develop. By discovering your true strengths** during this process, you must continuously invest in your ‘emotional intelligence’.

**When we are at the beginning of the path to awareness and development, we often tend to confuse our areas for development with our strengths. The reason for this is often that we believe a behaviour or attitude we frequently display makes our lives easier in the short term; however, when we look at it with a more mindful and conscious eye, we see that some of the behaviours and attitudes we thought gave us a short-term advantage actually end up being a loss for us in the long run Let’s say you’re known in your circle as someone who snaps at people, and you regard this as honesty and see it as one of your strengths. People will probably take care not to be too casual with you, so you won’t have to deal with that sort of behaviour. In the short term, this may offer you such an advantage. However, in the long run, this situation prevents people from approaching you with trust, leading them to constantly keep their distance. Or it may frequently cause tension and conflict in terms of communication and mutual understanding. At the end of the day, you are bound to find yourself at odds with someone over ideas or methods, and when that happens, people will not tolerate being constantly rebuffed by you.

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