Becoming a good leader is one of those matters that takes time and lots of practice, you must have great leadership skills and you should know how you can manage relationships. Whether you are working in a leadership in a company of want to become one, you must know that although your journey to become a good leader has a start point, but it surely will never end.
The start of the journey needs self-assessment. Eventually, someone calls himself a “leader” would hang on to the mirror and ask some really difficult questions to determine whether he fits the high expectations of leadership.
Towards that end, the more you answer yes to these four questions, the greater the hint that you are a good leader.
Do you really respect people as humans?
Good leaders honor others by trusting and respecting their people. They give respect and integrity and keep a strong profile of their staff. They listen receptively, without judgement, and always put others above.
Would you share your leadership?
Good leaders share their strength by forcing power down to the lower levels, and by doing so, enabling others to make choices. By sharing position and power, they use empathy to influence others rather than coercion.
Are you making decisions with integrity?
Employees always monitor every move of their leader. If you make dishonest or dubious choices for financial gain or personal advantage, they understand. And if they know that, you’ve already lost the fight for respect. But if you deny misconduct, led by example, are trustworthy and truthful, and speak with the facts, it says a lot about you.
In his book Integrity: Courage to Meet the Demands of Reality, writer and psychologist Henry Cloud states, “What an individual is will eventually decide if their minds, abilities, capabilities, resources, ambition, capacity-building, and opportunities will succeed.”
Can you display humility as the strength of leadership?
I have learned a few times from people in positions of authority that humility is poor. Yet this fundamental virtue fuels the inner strongholds that make a poor leader: ego, self-centeredness, power, and impulsive behavior.
Writer and thought-leader Jim Collins spent more time writing on modest leaders than just about every other topic in his landmark Level 5 Leadership report. He says,
Level 5 leaders are channeling their ego demands away from themselves and into the broader objective of creating a better organization. It’s not because Level 5 leaders don’t have pride or self-interest. Indeed, they are exceedingly ambitious — but their enthusiasm is first and foremost for the organization, not for themselves.