Barry Johnson and Mandy Geal distil years of reading and their own research to discover the crucial characteristics of a modern leader
Leadership has been a buzzword now for at least five years and has gone down in history. We have read learned articles, opinions, sales blurbs and, sometimes, total nonsense. We have noted that the focus ranges from executive leadership to managers as leaders, the idea that anybody can be a leader, that leaders emerge for specific situations, etcetera, etcetera. We have also read numerous case studies that suggest leadership has nothing to do with a whole range of things such as class, intelligence, education, personality factors – the list goes on.
So after combing through all this, what have we actually found? First, that if you are going to discuss leadership you need to be specific, and talk about leadership within the context of where the leader is working. Second, nobody is a leader unless they have followers within that context. Yes, a leader is only a leader if they have followers. A person may be appointed to be in charge of a group, but that does not make him or her a leader.
And what has our research shown us? Our backgrounds and experiences – ranging from the armed forces to national industry, quangos and running our own business – mean our findings are biased, but we have found that leaders have a vision with a strong results orientation that they can communicate to their followers. In business and industry, they ensure efficiency and productivity, based on personal discipline and output quality. Leaders say: ‘I know where I am going and who is going with me.’
They also ask questions, and seek the perspectives and ideas of others to improve performance. They understand trends and changes affecting the organisation and encourage followers. Leaders base decisions on sound analysis and consider the short and long-term impact both on their goals and their followers’ needs and opinions.
Leaders involve followers in problem solving using logical analysis and then they make clear, unequivocally acceptable decisions. During this process, they bring along their followers, listen, understand, they put decisions into context, and always consider the short and long term, the positives and negatives.
They support others, both their followers and other elements of the organisation. They can sense and understand how other people feel and handle the overwhelmingly positive to the depressingly negative. Leaders demonstrate a sincere interest in those around them. They handle internal and external drivers and are not afraid to manage and resolve conflicts.
In conclusion, a leader is a person whom other people want to work with and follow.
Barry Johnson is a non-executive director, and Mandy Geal is a director, at Learning Partners Ltd