Contrary to the belief that exceptional leaders are solely born with innate qualities, extensive research and scholarly analysis reveal that certain characteristics can be cultivated and developed to enhance one’s leadership skills. By delving into the academic literature, we can explore the key traits shared by extraordinary leaders and gain valuable insights into fostering these qualities within ourselves, ultimately shaping our path toward dynamic leadership. Understanding the malleability of leadership traits empowers individuals to embark on a transformative journey, unlocking their full potential and challenging traditional notions of what it takes to be a remarkable leader.
Intelligence and Focus: A Strategic Mindset
Exceptional leaders exhibit high levels of intelligence, enabling them to think critically and make sound decisions. Gardner (2011) emphasizes the importance of multiple intelligences, highlighting how lateral thinking and the ability to think fast on their feet contribute to dynamic leadership. Furthermore, Brown and Eisenhardt (1997) underscore the significance of a strategic mindset, where leaders think one step ahead of the game, making intelligent choices and adapting swiftly to changing circumstances. Developing these traits requires honing critical thinking skills, maintaining unwavering focus amidst complexity, and fostering a culture of continuous learning. Such adaptive thinking ensures that leaders are equipped to navigate the challenges of an ever-evolving landscape.
Great People Skills: The Power of Connection
Influential leaders possess remarkable people skills, enabling them to build strong connections with their teams. Jung and Sosik (2002) highlight the role of transformational leadership in fostering relationships, empowering individuals, and enhancing group performance. Additionally, Goleman (1998) emphasizes the importance of emotional and interpersonal competencies in leadership, as leaders who understand their staff’s skills mix and potential can facilitate growth and development. Developing these skills involves active listening, empathy, motivating and inspiring others, and creating an inclusive and supportive work environment. By fostering genuine connections, leaders cultivate an environment where individuals feel valued and empowered to contribute their best.
Competence: Leading by Example
In addition to intelligence, exceptional leaders display a high level of competence in the tasks they expect from their teams. Mumford et al. (2002) highlight the significance of expertise and relationships in leadership, as leaders who can pitch in during critical deadlines earn the respect and confidence of their team members. Leaders inspire their teams to perform at their best by actively participating in challenging endeavors. Furthermore, Northouse (2018) emphasizes the importance of leaders’ technical and conceptual skills in gaining credibility, making informed decisions, and effectively guiding their teams toward success. A competent leader serves as a role model, embodying the qualities they expect from their team members and fostering a culture of excellence.
Willingness to Take Responsibility: Embracing Accountability
Exemplary leaders embrace accountability and take ownership of their actions. Mayer, Davis, and Schoorman (1995) highlight the integral role of trust in leadership, as leaders who accept blame when things go wrong foster trust and loyalty among team members. Sharing credit and accolades with their teams when successes are achieved, as Riggio and Lee (2007) highlighted, reinforces the sense of collective achievement and further enhances trust. This genuine display of accountability cultivates a positive team culture, fosters an environment of continuous improvement, and strengthens relationships built on trust and transparency. Embracing responsibility demonstrates integrity and sets the foundation for a resilient and high-performing team.
A Drive to Achieve: Motivating Excellence
Exceptional leaders exhibit unwavering passion and drive to succeed, inspiring their teams to go above and beyond. Gardner (2011) emphasizes the importance of motivating and encouraging team members to exceed expectations. By demonstrating dedication towards the project’s goals, the team, and the organization, leaders ignite a sense of purpose and inspire others to achieve greatness. Cultivating this drive involves setting clear goals, providing feedback, fostering a supportive and growth-oriented work culture, and recognizing and rewarding exceptional performance. Leaders who instill a shared vision and foster a sense of purpose empower their teams to overcome challenges and reach new heights.
An Ability to Inspire Trust: The Bedrock of Leadership
Trust is a fundamental aspect of leadership, and exceptional leaders act with integrity to inspire trust among their teams. Mayer et al. (1995) emphasize the role of integrity in building trust, as leaders who consistently align their actions with their values and organizational principles establish a reputation for being honest and trustworthy. Through transparent and reliable conduct, leaders create an atmosphere of trust that fosters collaboration, open communication, and loyalty. Building trust also involves actively listening to concerns, being approachable, and valuing diverse perspectives. By establishing trust-based relationships, leaders foster an environment where individuals feel safe to take risks, share ideas, and contribute their best work.
Creativity: The Catalyst for Innovation
Dynamic leaders possess the ability to think creatively, fostering an environment of innovation. Mumford et al. (2002) emphasize the importance of creative thinking in leadership, as leaders who encourage independent and innovative thinking within their teams propel their organizations forward. Leaders inspire their teams to explore alternative solutions and drive positive change by nurturing a culture that values creativity and embraces new ideas. They create space for experimentation, foster a climate of psychological safety, and encourage diverse perspectives to unleash their teams’ full creative potential. Embracing creativity as a strategic advantage enables leaders to adapt to rapidly changing environments and uncover novel opportunities.
Conclusion
Exceptional leadership is not solely a product of innate abilities but rather a result of deliberately cultivating key traits. By developing intelligence and focus, nurturing excellent people skills, demonstrating competence, embracing responsibility, cultivating drive and motivation, inspiring trust, fostering creativity, and fostering continuous learning, individuals can elevate themselves to become dynamic leaders. Drawing insights from scholarly research and practical experiences, individuals can embark on a journey of personal growth and development, harnessing these traits to excel in their leadership roles and drive meaningful impact within their organizations and communities. By challenging traditional notions of leadership and embracing the potential for growth and development, individuals have the power to shape their leadership journey and become catalysts for positive change.
Author(s): Dr. Amin Sanaia
Board Insights | Open Source | ORCID iD
Published Online: 2023 Jul – All Rights Reserved.
APA Citation: Sanaia, A. (2023, Jul 16). How Developing Key Traits Elevates Leadership Excellence. The Journal of Leaderology and Applied Leadership. https://jala.nlainfo.org/how-developing-key-traits-elevates-leadership-excellence/
References:
Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 1-34.
Gardner, H. (2011). Frames of mind: The theory of multiple intelligences. Basic Books.
Goleman, D. (1998). What makes a leader? Harvard Business Review, 76(6), 93-102.
Jung, D. I., & Sosik, J. J. (2002). Transformational leadership in work groups: The role of empowerment, cohesiveness, and collective-efficacy on perceived group performance. Small Group Research, 33(3), 313-336.
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709-734.
Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13(6), 705-750.
Northouse, P. G. (2018). Leadership: Theory and practice. SAGE Publications.
Riggio, R. E., & Lee, J. (2007). Emotional and interpersonal competencies and leader development. Human Resource Management Review, 17(4), 418-426.