William George follows on his work on business leadership by summarizing the key skills of great leaders. This article extracts information from his book published in 2003, Authentic Leadership and his 2007 ‘True North’ Book.
In essence, great leaders have very human behavior with a sense of personal growth from acquiring experiences and gaine=ing from these experiences.
Authentic leaders demonstrate these five qualities:
. Understanding their purpose
. Practicing solid values
. Leading with heart
. Establishing connected relationships
. Demonstrating self-discipline
SHOW CHARACTER – Authentic leaders are real and genuine. You cannot “fake it till you make it” by putting on a show as a leader or being a chameleon in your style. People sense very quickly who is authentic and who is not. Some leaders may pull it off for a while, but ultimately they will not gain the trust of their teammates, especially when dealing with difficult situations. The widespread adoption of LinkedIn, Google and increasingly networked communities means that every leader has the informal equivalent of a “Yelp” score that will come to light. If people see their leaders as trustworthy and willing to learn, followers will respond very positively to requests for help in getting through difficult times.
WORK IN PROGRESS – Authentic leaders are constantly growing. They do not have a rigid view of themselves and their leadership. Becoming authentic is a developmental state that enables leaders to progress through multiple roles, as they learn and grow from their experiences. Like superior performances in athletics or music, becoming an authentic leader requires years of practice in challenging situations.
IN SYNC – Authentic leaders match their behavior to their context, an essential part of emotional intelligence (EQ). They do not burst out with whatever they may be thinking or feeling. Rather, they exhibit self-monitoring, understand how they are being perceived, and use emotional intelligence (EQ) to communicate effectively.
PRAGMATIC – Authentic leaders are not perfect, nor do they try to be. They make mistakes, but they are willing to admit their errors and learn from them. They know how to ask others for help. Nor are authentic leaders always humble or modest. It takes a great deal of self-confidence to lead through very difficult situations.
EMPATHY – Authentic leaders are sensitive to the needs of others. One author has postulated, and I paraphrase, “What if your real self is a jerk?” People are not born as jerks, nor does this behavior reflect their authentic selves. Rather, these individuals likely had very negative experiences early in their lives that cause them to have difficulty in managing their anger, in part because they feel like victims or feel inadequate.
Source: Harvard Business School Working Knowledge