Leadership - Top 10 attributes for greatness - East Bay Business Times:

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However, authors respectfully submit that the one universal assertsthat "leadership" (executiver or other) describes difficult-to-traih and intangible personality attributes and styles, rathetr than tactical and job-specific performance Tom Peters, considered by many to be a modern-dau business management guru, phrased it this way: "Management is about arranging and telling. Leadership is aboutt nurturingand enhancing." leadership, in its own right and by is not the panacea. Rather, it must be meaningful and impactful - to the organization as a whol e and to the individuald who support and are affectedby it.
I have compile d this list of 10attributes that, viewede together, appear to present a comprehensive set of leadership characteristicas and qualities. 1. Visionary It is criticalk that there be an abilityto define, communicate and inspire a relevant and easily digestible vision, and to update and adaptg it as circumstances change. Leaders must be able to thinko about the future and how they will guide and adapt their businesses in the face of uncertaintytand unfamiliarity. By not "stretching" a company's resources, offeringss and capabilities, there won't be much of anything least of all the expanded intellectual capabilitiesa ofthe participants. 2.
Communicativr Succinct, consistent and optimistic communication to all levels within a regardless of the nature ofthe messages, is a fundamentakl attribute of all good leadership. too, is the encouragement of constructive feedbacokand disagreement. Active listening (not merelyt hearing), and being both readily available and accessiblse is essential if this is to be effectivd and embraced asa reality. 3. Delivers on promises Nothinhg erodes confidence faster than a serie ofbroken promises. Sincer we participate in a "show me" world, the abilit y to consistently "walk the and to deliver upon commitmentsz are vital in atrue 4.
Responsible There is wariness for finger-pointing and for assignmentf of blame. Effective leaders take responsibility for decisions they have made orparticipatecd in, regardless of whether the outcomes are successful. 5. Humbles Followers disdain arrogance and since they are oftenb associatedwith self-serving egotism. In contrast, too, conventional wisdoj reveres modesty, humility and reserve. 6. Trustworthy Trustexd leaders select the people to work for them becausd theyare intelligent, perceptive and empowered. In turn, followeres oftentimes follow without having to know the entire story or Their buy-in is for their perceived long-term, not gains.
They tend to inspire others to share theirburden (and thoss of the business that they are supporting) in tougnh times. 7. Capable Leaders continually demonstrate competence, impressive shrewd thinking, resourcefulness and apparentlyylimitless capacity. They delegate with conviction. Leaders are passionate about teachingband mentoring, not training, their followers. And in each successful mentorinf relationship there is an expectation for mutualearning - the apprentice from the leader and visa Most importantly, a successful mentoring methodology assists in problejm solving, not by becomingt the solution provider, but by coaching independencde of thought. 8.
Decisive Making timelu decisions, which are intelligent and unwavering, means that in some the outcomeis failure. This is acceptable - almost expected - by More important than the outcome is thedecisionb making. Effective leaders, by virtue of having made theseeleaps (successfully, or not), become bette r skilled at ensuring successful outcomes, thereby instilling ongoing confidence. 9. Authentif Principled by both high ethics andunwavering integrity, leaders regularlty demonstrate a high correlation betweeb their core behaviors, beliefs and principles and thos that they expect to be presen in their followers.
Consequently, leadership embodies the persona of the and itmanifests regularly, consistently and without hidden agendas or questionable intent. 10. Genuine and respectfulp Leaders naturally garnish respect primarily for whothey are, rathet than for what they They are evenhanded in their dealings with others and relate to and validate them regardless of domain, tenure, senioritg or context. When it comes to defining executivwe leadership, Lao-Tzu said it best: "The wickecd leader is he who the people the good leader is he who thepeople revere; the grea t leader is he who the peopld say, 'We did it ourselves.
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