What makes a good leader?

Great leadership is the key ingredient in any successful team or organisation. It can come in different forms, but truly effective leadership drives employee engagement, teamwork, performance, and outcomes. And while the working world has changed significantly over the past few years, with more people working flexibly and technology playing an increasingly important role, the core values and characteristics of great leaders remain evergreen. 

The best leaders – true leaders – know what these characteristics and leadership traits are. They develop a leadership style that incorporates these qualities so that they can be the most effective leader possible for their team members. More importantly, if a leader doesn’t already possess these qualities, they strive to adopt them as part of their own professional development.

What are the most important qualities in a leader?

The qualities of a good leader are often intrinsically developed and demonstrated, but that’s not to say they can’t be learned by someone who wants to become a better leader. 

Communication

Clear communication, regardless of whether it’s written or verbal, is one of the most important leadership qualities, and necessary in any leadership role. Good communication skills include:

• listening attentively to other people.
• asking thoughtful, relevant questions.
• sharing information and knowledge in clear and concise language – and being tactful when required, too.
• requesting feedback from other people, whether it’s getting input on a new project, getting clarification when unsure about something, or asking for new ideas.
• ensuring that all communication is honest, transparent, and two-way – people can always respond, ask questions, and feel heard.

Emotional intelligence

Good leadership requires emotional intelligence, which is the ability to understand and manage one’s own emotions while also understanding the emotions of other people. Possessing emotional intelligence means that a leader can be empathetic in their interactions with their colleagues, better understanding their objectives, values, and challenges – even when under pressure themselves. Their professional relationships are respectful, and they foster dynamic, inclusive working environments. 

An emotionally intelligent person is the kind of leader who:

• demonstrates self-awareness and integrity.
• empowers other people, and helps enable their development and success.
• recognises the achievements of other people, but also appreciates any challenges they may have overcome.
• leads by example – they work hard while also ensuring to take adequate breaks and annual leave to demonstrate the importance of a healthy work/life balance.
• acts fairly, objectively, and reasonably, and always takes accountability and responsibility for their actions.

Confidence

People are more likely to follow a person who demonstrates confidence than a person who acts with apprehension and uncertainty, but it’s important to note that a good leader is someone whose confidence is backed by competency in their field.

A confident leader is one best-suited for decision-making – particularly when the decisions are difficult ones. They are also likely to:

• possess a clear vision for the future of their team – and share this openly.
• be courageous and creative in both their leadership style and their work.
• have a positive attitude, and be encouraging of others.
• think strategically and innovatively. 
• show passion and dedication in their work.
• admit their failures and mistakes.
• keep an open mind and possess a growth mindset, continuing to learn and develop throughout their career. 

Ethical leadership styles

There is no one-size-fits-all approach to leadership. As Forbes rightly points out, not all situations require the same type of leadership style, and great leaders adapt to their environments and teams. However, some styles are certainly more effective than others.

For example, authoritarian leaders may have been common in years past, but as the world of work has changed, this style has become increasingly archaic. Other styles, such as micromanagement, are commonly understood to be detrimental to team performance and productivity.

However, there are a number of effective styles to choose from, which are sometimes called ethical leadership styles.

Transformational leadership

Transformational leaders are focused on their organisations – their cultures and their objectives – and work to shift cultures where needed in order to improve performance.

According to Investors in People, transformational leadership is rooted in charisma. A transformational leader is a charismatic one – they inspire to motivate, enable intellectual stimulation, and focus on individual needs to create productive environments.

Servant leadership

Servant leaders are focused on employees – their engagement, their retention, their productivity, and their success. They often exist in organisational structures that are decentralised, rather than hierarchical, and empower employees to take greater ownership and responsibility.

Adaptive leadership

Adaptive leadership has never been more popular, or more necessary. With the COVID-19 pandemic reshaping the working world, and significant upheaval and change still underway around the globe, a willingness and ability to adapt are crucial.

Adaptive leaders understand this, and operate using what’s known as the four As:

• Anticipation of future needs and trends.
• Articulation of what’s anticipated.
• Adaptation so adjustments can be made where necessary.
• Accountability.

What is the difference between a leader and a boss?

Anyone can be hired to manage a team, but not everyone effectively leads people. This is the key difference between a leader and a boss.

Successful leaders understand people. They know how to motivate them, how to inspire them, and how to empower them. Most importantly, they care about people as well as outcomes, so employee well-being matters in addition to performance.

A boss, however, sees their direct reports as a means to an end, and is focused primarily – or completely – on business outcomes. In this type of work environment, innovation is less likely to occur, while recruitment and retention become more difficult.

Forge your future in leadership

The MBA Leadership from the University of Lincoln aims to give you the skills and knowledge to be an effective leader across many sectors.

This flexible degree is taught 100% online, and has been created for ambitious professionals who want to fast-track their career progression. You could enhance your credentials and personal brand while learning skills such as:

• leading and developing people.
• workforce planning.
• innovation and entrepreneurship.
• strategic decision-making.
• developing and leading networks.
• financial management.
• stakeholder engagement.
• change management.
• marketing.
• governance and risk management.

On your Leading and Developing People module, you’ll explore talent management, learning organisations, workforce design, succession planning, and diversity and inclusion. Your Leading Across Organisational Networks module, meanwhile, will allow you to focus on strategies for developing and leading collaborative networks. You’ll also examine how to build collaborative relationships across multiple and diverse stakeholders, both within organisations and across external political environments.