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All it takes to be a leader, in name at least, is to hold the However, this is a very simplified definition for a what a leader should be, let alone what a dominant position in a group, organization or location. great leader is. Because the measure of a great leader has much less to do with how you define their role and more about their actual impact on others.

Our data shows that leaders, through supportive management, make a huge difference in the overall experience people have within an organization. In fact, the companies that ranked best on kununu (by their own employees) tend to have significantly better management scores than those that performed worse - in other words, companies that fared well had much better leaders:

Among highest rated companies on kununu (4 stars or higher), the average rating for "support from management" is 4.52 stars.

Among lowest rated companies on kununu (2 stars or less), the average rating for "support from management" is 1.22 stars.

What Great Leaders Have In Common

I could spend forever discussing what does and doesn't make up a great leader and why that matters for business success, but for now I want to focus on the biggest commonalities among great leaders. More specifically - what qualities must a leader possess to be great?

The first ones that immediately come to my own mind are transparency, empathy, and open-mindedness, mainly because they happen to be a few of the cornerstones of kununu's own values. These qualities have not only driven our company's success as a global brand over the past decade, but also our individual leaders' abilities to continuously inspire us as a team.

To go beyond my own bubble though and get deeper into this topic, I researched a handful of CEOs and business leaders to tell me in their own words and experiences (in about 3 sentences or less) what they consider to be the top quality of a great leader. Below is what I found out.

1. Resilience

"People are afraid, and when people are afraid, when their pie is shrinking, they look for somebody to hate. They look for somebody to blame. And a real leader speaks to anxiety and to fear and allays those fears, assuages anxiety."
-Henry Louis Gates, former leader of the African and American Research Institute at Harvard University
"There's so much change afoot in the workplace today and when change occurs, individuals who have resilience generally are also resourceful and agile. They have the ability to take on change and adapt to what's happening around them and to them as the workplace changes. Individuals who have resilience/grit are able to take good risks and are open to change."
-Kimberly Rath, Chairman & Co-Founder of Talent Plus, Inc
2. Transparency

"To be a good leader, you have to be a good communicator. As a leader, you have to communicate your intent every chance you get, and if you fail to do that, you will pay the consequences."
-William McRaven, former Admiral of the United States Navy
"Great leaders have the uncanny ability of not letting rumors spread by being open and transparent and embracing solutions not problems. If an employee is frustrated with customer, they make you put that negative energy into coming up with a solution. If coworkers have a rift, rather than nurturing the gossip the leader makes you get over it and fix the issue."

-Kevin Sides, CMO of ShipMonk

"Great leaders know that one of the quickest ways to get employee feedback and earn the trust of your employees is by being transparent. I'm a firm believer of open information sharing and as a CEO you must lead by example. It lets your staff find applicable solutions and it builds solid relationships that increase the overall motivation."
-Hendrik Klindworth, Co-Founder & CEO of InnoGames
"Being transparent is the most important trait of an effective leader. Especially when it comes to working with millennials and the younger workforce, it is important for them to understand the big picture. That is, you shouldn't just ask (or tell) them to do something without explaining how this task or function integrates within the larger business initiative. When they are able to see the connection, they often feel much more empowered and motivated to do a better job."
-Matt Edstrom, Head of Marketing of BioClarity
3. Emotional Intelligence (EQ)

"There's two parts of leadership. You've got to be a good leader - you've got to be somebody that people want to emulate and care about the other people. But the other guys that you have have to accept their leadership. They have to respond to it. That's the chemistry that you never know how that is going to happen."
-Football-Trainer at the University of Alabama
"I'm often asked if this is a quality that can be taught and the answer is Yes, and like any new or underdeveloped habit, it takes consistent practice.. The challenge with this leadership trait is the WHAT to practice isn't as straightforward as with other competencies. I'm a fan of simple and practical, so I created the ABCs of The Better Boss Project(tm) to help leaders show up in a more connected, empathetic, and judgment-free way: ASK curious questions, BE human, CHECK assumptions."
-Shani Magosky, Founder of The Better Boss Project
"Good leaders improve their emotional intelligence by making a concerted effort to understand the reasons behind an employee's behavior. It could be a lack of trust, a bad past experience or a fear behind a bad decision. When you understand this, it's easier to react with dignity to any type of situation."

- Vladimir Gendelman, Founder & CEO of CompanyFolders

"If a leader doesn't convey passion and intensity then there will be no passion and intensity within the organization and they'll start to fall down and get depressed."
-Colin Powell, 4-Star-General of the U.S. Army
"Engagement is the secret sauce to people based businesses. With engagement you gain huge amounts of discretionary work effort/product which goes well above and beyond what is merely required for any given role. Like it or not, the CEO is the Cultural icon of the company and passion for the work, passion for the product, passion for the goals, passion for the successes and passion for the inevitable twist and turns is the key to widespread engagement. And the opposite is even more true - the lack of passion leads to tragic disengagement."
-Mike Zani, CEO of The Predictive Index
"Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today."

-Gary Hamel, CEO of Strategos

"Empathy not only allows great leaders to understand their employees and their customers better, but it also is known to enhance prosocial (aka helping) behaviors. Because of this, empathy enables leaders to address issues faster and with more precision, and it makes them more flexible to respond to an ever-changing business environment. "
-Jeff Kear, Founder of Planning Pod
"You need to have the ability to relate to your employees and be able to put yourself in the soul of your people. Without the empathetic trait, it's very hard to rally your troupes around your vision."
-Gene Caballero - Co-Founder of GreenPal
"While we often are focused on profitability and growth, and rightfully so, there are times that we need to remember that our teams are people often have things going on outside of work. By having empathy and understanding what else is happening in their lives, we can better lead them through the good and bad times."
-Antonella Pisani, Founder of Official Coupon Code
6. Empowerment

"My job as a leader is to make sure everybody in the company has great opportunities, and that they feel they're having a meaningful impact and are contributing to the good of society. As a world, we're doing a better job of that. My goal is for Google to lead, not follow that."
-Larry Page, CEO at Alphabet Inc.
"A leader should empower their subordinates by delegating tasks appropriately, providing proper guidance and limits, and supporting the decisions of the subordinates. When the subordinate leaders are empowered, their intelligence and talents can be unleashed to help the organization grow. When they are stifled, only the minimum gets accomplished because few are motivated to help an organization that is overbearing."

7. Open-minded

"Leaders cannot work in a vacuum. They may take on larger, seemingly more important roles in an organization, but this does not exclude them from asking for and using feedback. In fact, a leader arguably needs feedback more so than anyone else. It's what helps a leader respond appropriately to events in pursuit of successful outcomes."
-Jack Canfield, World Record Holder for having seven books on the New York Times best-seller list at the same time
"The ability to not be closed off to new ideas or challenges to established norms is what sets apart an open-minded leader. A person who can look at the best lessons of the past and current while being open to the ideas of the future has the best opportunity to create success in themselves, their business and employees. Being able to change with the times, flexible when needed and decisive when required is a rare thing today."
-Kyle Golding, CEO & Chief Strategic Idealist of The Golding Group
"Great leaders are inquisitive and use strong, open-ended questions to learn about their staff, identify opportunities and threats to their business, and challenge their top employees to take risks, think critically, and increase engagement. Of course it probably also goes without saying that asking a great question isn't enough... great leaders also know how to listen and leverage the answers they receive to make good decisions."
-Jamie Newman, Founder of Your Best Manager and Host of "Your Best Manager" podcast
"Patience and perseverance have a magical effect before which difficulties disappear and obstacles vanish."
-John Quincy Adams, former US President and Member of the United States Government
"Patience is a defining characteristic of great leaders and successful business founders. Patiently wait for the right opportunity and don't swing at every pitch. More so, understanding that success doesn't happen overnight, and obsessing over the process- not the result- will cultivate a culture of patience and ensure long-term success."

9. Diplomacy

"I think a leader has many roles to play. So, you know, one role is that of incubating talent; the other is that of being a strategist. It's a very interesting job I've got."
-Kumar Mangalam Birla, Chancellor of the Birla Institute for Technology & Science
"One of the most important jobs a leader has is ensuring that everybody is absolutely on the same page, and that the team works together towards a common goal despite any cultural or political differences."
-Jan Bednar, CEO of ShipMonk
10. Initiative for action

"It is, after all, the responsibility of the expert to operate the familiar and that of the leader to transcend it."
-Henry Kissinger, National Security Advisor at the United States Government
"No task is beneath you (even menial tasks). Just because you are a high up executive does not mean that you are above cleaning the extra dishes in the sink, or clearing off the table after lunch. Take the initiative to do small tasks around the office- lead by example."
-Zvi Band, Co-Founder and CEO of Contactually
11. Humility

"Some persons are always ready to level those above them down to themselves, while they are never willing to level those below them up to their own position. But he that is under the influence of true humility will avoid both these extremes. On the the one hand, he will be willing that all should rise just so far as their diligence and worth of character entitle them to; and on the other hand, he will be willing that his superiors should be known and acknowledged in their place, and have rendered to them all the honors that are their due."
-Jonathan Edwards, former president of the Princeton University
"An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage."
-Jack Welch, Ex-CEO of General Electric
"A great leader has to be able to say, I'm sorry. If you want your organization to be constantly innovating and improving, your team members must be reflective and self-aware. You need them to know when they've made mistakes and correct them so they can get better. This is only a realistic expectation if the leader of the organization is willing to do the same thing. A good leader will say, I made a mistake, I'm sorry, and here's what I'm doing to get better. If the leader can do this, it will set the right tone for the rest of the organization."
-Jacob Dayan, Partner & Co-Founder of Community Tax
12. Influence

"Leadership is not about titles, positions or flowcharts. It is about one life influencing another."
-John C. Maxwell, founder of EQUIP
"The ability to lead through influence, rather than authority, is the most important quality of a great leader. Influence requires strong coaching, emotional intelligence, effective communication, negotiation and consensus building skills. Leaders who employ these skills to influence teams and stakeholders produce greater employee and customer engagement, increased collaboration and innovation, and ultimately drive greater excellence for the organizations they lead compared to those who attempt to use their position and authority to demand it."
-Tammy Berberick, CEO of Crestcom International, Inc.
"A leader is the one who can outline the broad vision and the direction, and say here's where we are going to go, here's why we need to go there, and here's how we are going to get there. A manager is the one who actually gets up under the hood and tunes the carburetor."
-Mike Huckabee, host of the Fox News Channel talk show Huckabee
"They have to have in their mind a clear reason the company exists beyond profit and be able to articulate that clearly and consistently to all audiences - internal and external. Doing so will motivate staff, attract customers and create differentiation and separation from competitors. And it will drive both the external brand and internal culture to create a healthier and more valuable enterprise."
-JP Laqueur, Brand Foundations
"Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion."
-Jack Welch, Ex-CEO of General Electric

"Great leaders are able to help their team members understand the big picture so they can connect their success back to the success of the business. The vision should be big enough to inspire and broad enough to be inclusive. Doing so allows everyone in the organization to understand the importance of the role they play in bringing that vision to reality."
-Steven Benson, Founder & CEO of Badger Maps
"You can get knocked down, and it hurts and it leaves scars. But if you're a leader, the people you've counted on will help you up. And if you're a leader, the people who count on you need you on your feet."
-Stanley A. McChrystal, former General of the U.S. Army
"A CEO can't do it all - in order for the company to be successful, a CEO must delegate. With that delegation must come a trust that the employee, at whatever level, will achieve success. A great leader has the ability to trust in the potential of his or her employees and the ability to achieve success through others."
-Evan Harris, CEO & Co-Founder of SD Equity Partners
16. Integrity

"No man will make a great leader who wants to do it all himself or get all the credit for doing it."
-Andrew Carnegie, Founder of the U.S. Steel Cooperation
"An great leader is someone who does the right thing, even when it's unpopular or extremely tough to do so. You have to find something to care deeply about in your business and in each individual that touches your business. Do what you love in the service of people who love what you do."

-Steve Farber, President of Extreme Leadership, Inc., Author and one of Inc's Top 50 Leadership Management Experts.

"Integrity matters in three ways: leaders with great integrity foster critical trust amongst colleagues and direct deports, and demonstrate a commitment to moral and ethical behaviors. Leaders who do NOT value integrity will not gain the trust and buy-in of their teams and colleagues, which will negatively impact engagement and performance. And leading with integrity doesn't mean never making mistakes, but recognizing and owning them, which leads to continual self-development, and demonstrates humility to others "
-Jenna M. Rosenberg, Assistant Vice President, Human Resources at Vision Federal Credit Union
17. Problem Solving

"The bottom line is that if you become a master at handling problems and overcoming obstacles, what can stop you from success? The answer is nothing! And if nothing can stop you, you become unstoppable!"
-T. Hary Eker, founder of Success Resources
"One leadership quality of a great leader is the ability to solve problems. Leaders face challenges all of the time so they must be able to assess the challenge, find possible solutions (and consequences associated with those solutions), and select the best possible solution."
-Ashley Hill, CEO of College Prep Ready
18. Perspective

"The manager has a short-range view, the leader has a long-range perspective."
-Warren Bennis, University Professor at the University of Southern California
"What separates great leaders from the rest of the crowd is their ability to see the bigger picture instead of becoming lost in the details. The best leaders understand how each member of their team works to contribute to the overall goals of their business, and ensures that everybody understands which tasks they're responsible for. By keeping the end objective in sight, they can push their company towards their long-term goals, rather than becoming stuck at the short-term goals."

19. Listening

"Being a good listener is absolutely critical to being a good leader; you have to listen to the people who are on the front line."
-Richard Branson, founder of the Virgin Group
"For great leaders, the secret to success is attentive listening to the people your work with. Great leaders l isten and respond to employee suggestions for continuous improvement and use those ideas to grow the business. They also openly l isten and respond to messages coming from other metrics like employee turnover, as well as do proactive listening through organizational surveys and a liberal open door policy."
-Brad Nierenberg, President & Founder of RedPeg Marketing
" Effective leaders take the time to listen deeply to every person related to the business, group or organization. Often overlooked, creating and modeling a culture of listening in one's company is the key to connecting with customers and employees, making each person feel valued as a person as well as a member of the team. I've seen listening grow businesses, make money, and build relationships and it's the key ingredient to being an effective leader."

-Marilyn Shannon, Founder of Women's Empower Networking, LLC.

"A leader needs to listen to what customers want and also to feedback from staff and clients. Sometimes, we do not hear what we would like to hear, but actively listening to comments will allow an effective leader to make changes, which in turn earns respect."
-Michelle Zaharin, Co-Owner of Regents Review, LLC
20. Ownership / Accountability

"When a team, and especially a leader, takes ownership of its problems, the problem gets solved. It is true on the battlefield, it is true in business, and it is true in life."

-Jocko Willink, former member of the United States Navy

"Leaders who take ownership and are accountable for their work can quickly implement any successes, as well as learn from any failures. Beyond making or saving a company hundreds of thousands, these leaders also typically develop their employees to do the same."
-Micah Pratt, Director of Medicare Health Plans
21. Motivation

"To be a leader, you have to make people want to follow you, and nobody wants to follow someone who doesn't know where he is going."
-Joe Namath, former professional player in the National Football League
"Great leaders are motivators. This leadership quality can be spotted as early on as the job interview, where indicators of these qualities include asking great questions and showing a positive, can-do attitude. They demonstrate a willingness to roll up their sleeves and get things done and understand the importance of working with others as well as working hard on their own. They genuinely want to be engaged and involved in a business's growth and have a great attitude and approach to helping the business grow and expand in the long run."
-Deborah Sweeney, CEO of MyCorporation
"The ability to praise is one of the most underrated leadership qualities out there. Recognition and appreciation serve to not only motivate and boost employee morale but also make employees continue to strive to impress you. It creates a mutual respect; I work for them just as much as they work for me."
-Lena Requist, President of ONTRAPORT
Do you agree with these leadership qualities? Is there one that we missed but you think is worth mentioning? Let us know @kununu_US!

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Linda Le Phan is the Content Marketing Manager at kununu US, a place where job seekers can get an authentic view of life at a company and where employers have a trusted platform to better engage talent. That means that everything on the editorial calendar goes through her (want to write for us? learn more here). When she's not creating content about the modern workplace, company culture, and life & work hacks, she is probably going out to get an iced coffee (even in Boston winter), raiding the snack drawer, or jamming to kununu's Spotify playlist.

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21 Most Compelling Qualities of Great Leaders

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All it takes to be a leader, in name at least, is to hold the However, this is a very simplified definition for a what a leader should be, let alone what a dominant position in a group, organization or location. great leader is.

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Everybody defines leadership differently but I really like the way John C Maxwell defines leadership, " A leader is one who knows the way, goes the way, and shows the way." Irrespective of how you define a leader, he or she can prove to be a difference maker between success and failure. A good leader has a futuristic vision and knows how to turn his ideas into real-world success stories. In this article, we take an in-depth look at some of the important leadership qualities that separate good leaders from a bad one.

15 Leadership Qualities That Make Good Leaders

Want to become a great leader? Here are fifteen leadership qualities that can make you a good leader.

1. Honesty and Integrity

The 34th President of United States, Dwight.D.Eisenhower once said, " The supreme quality of leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office." Honesty and integrity are two important ingredients which make a good leader. How can you expect your followers to be honest when you lack these qualities yourself? Leaders succeed when they stick to their values and core beliefs and without ethics, this will not be possible.

2. Confidence

To be an effective leader, you should be confident enough to ensure that other follow your commands. If you are unsure about your own decisions and qualities, then your subordinates will never follow you. As a leader, you have to be oozing with confidence, show some swagger and assertiveness to gain the respect of your subordinates. This does not mean that you should be overconfident, but you should at least reflect the degree of confidence required to ensure that your followers trust you as a leader.

3. Inspire Others

Probably the most difficult job for a leader is to persuade others to follow. It can only be possible if you inspire your followers by setting a good example. When the going gets tough, they look up to you and see how you react to the situation. If you handle it well, they will follow you. As a leader, should think positive and this positive approach should be visible through your actions. Stay calm under pressure and keep the motivation level up. As John Quincy Adams puts it, " If your actions inspire others to dream more, learn more, do more and become more, you are a leader." If you are successful in inspiring your subordinates, you can easily overcome any current and future challenge easily.

4. Commitment and Passion

Your teams look up to you and if you want them to give them their all, you will have to be passionate about it too. When your teammates see you getting your hands dirty, they will also give their best shot. It will also help you to gain the respect of your subordinates and infuse new energy in your team members, which helps them to perform better. If they feel that you are not fully committed or lacks passion, then it would be an uphill task for the leader to motivate your followers to achieve the goal.

5. Good Communicator

Until you clearly communicate your vision to your team and tell them the strategy to achieve the goal, it will be very difficult for you to get the results you want. Simply put, if you are unable to communicate your message effectively to your team, you can never be a good leader. A good communicator can be a good leader. Words have the power to motivate people and make them do the unthinkable. If you use them effectively, you can also achieve better results.

6. Decision-Making Capabilities

Apart from having a futuristic vision, a leader should have the ability to take the right decision at the right time. Decisions taken by leaders have a profound impact on masses. A leader should think long and hard before taking a decision but once the decision is taken, stand by it. Although, most leaders take decisions on their own, but it is highly recommended that you consult key stakeholders before taking a decision. After all, they are the ones who will benefit or suffer from your decisions.

7. Accountability

When it comes to accountability, you need to follow the approach highlighted by Arnold H Glasow when he said, " A good leader takes little more than his share of the blame and little less than his share of the credit." Make sure that every one of your subordinates is accountable for what they are doing. If they do well, give them a pat on the back but if they struggle, make them realize their mistakes and work together to improve. Holding them accountable for their actions will create a sense of responsibility among your subordinates and they will go about the business more seriously.

8. Delegation and Empowerment

You cannot do everything, right. It is important for a leader to focus on key responsibilities while leaving the rest to others. By that, I mean empowering your followers and delegating tasks to them. If you continue to micromanage your subordinates, it will develop a lack of trust and more importantly, you will not be able to focus on important matters, as you should be. Delegate tasks to your subordinates and see how they perform. Provide them with all the resources and support they need to achieve the objective and give them a chance to bear the responsibility.

9. Creativity and Innovation

What separates a leader from a follower? Steve Jobs, the greatest visionary of our time answers this question this way, " Innovation distinguishes between a leader and a follower." In order to get ahead in today's fast-paced world, a leader must be creative and innovative at the same time. Creative thinking and constant innovation is what makes you and your team stand out from the crowd. Think out of the box to come up with unique ideas and turn those ideas and goals into reality.

10. Empathy

Last but certainly not the least, is empathy. Leaders should develop empathy with their followers. Unfortunately, most leaders follow a dictatorial style and neglect empathy altogether. Due to this, they fail to make a closer connection with their followers. Understanding the problems of your followers and feeling their pain is the first step to become an effective leader. Even that is not enough until you work hard and provide your followers with the suitable solution to their problems.

When the going gets tough, the tough gets going. You might have heard this adage many times, but did you know that great leaders also follow this rule. They are resilient and have a positive attitude. Irrespective of how difficult the circumstances might be, you will find them rallying their followers. While most people are busy in complaining about the problems, great leaders always focus on solutions, not the problems.

Good leaders always have higher influence but how do they increase their influence on the point where people accept what they say. They do this by connecting with people emotionally. That is where emotional intelligence comes into play.

Here are some of the reasons why a leader should be emotionally intelligent.

Manage emotions effectively

Better social awareness

Seamless communications

Conflict Resolution

With emotional intelligence, leaders can control their emotions, which prevents negative emotions from influencing their decision-making skills. As a result, they are less likely to make hasty decisions. Moreover, emotionally intelligent leaders are great at understanding the emotions and care about the feelings of others. That is not all, leaders who have this leadership quality not only handles conflict in a better way but also play an important role in conflict resolution.

" Pride makes us artificial and humility makes us real."-Thomas Merton

How would you feel when you are promoted to leadership status? You will feel proud. A good leader is always selfless and always think about his or her followers. That is why the leadership styles most great leaders adopt put lots of emphasis on problem-solving and team dynamics instead of focusing on self-promotion.

One of the best ways to win the trust of your followers is by being transparent. Instead of hiding information, you should openly share it with them. By giving visibility to your followers, they will buy into your vision and support you with conviction in achieving the goal. More importantly, it gives your followers clarity, autonomy and make them feel more empowered while keeping them engaged.

" Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion. "-Jack Welch

Good leaders always have a vision and purpose. They not only visualize the future themselves but also share their vision with their followers. When their followers were able to see the big picture, they can see where they are heading. A great leader goes above and beyond and explain why they are moving in the direction they are moving and shares the strategy and action plan to achieve that goal.

Conclusion

To join the elite club of good leaders, you must have all these qualities but if you lack some of these qualities, then you might struggle to make the mark in the world of leadership. You will have to set a good example for others to follow. That is where your commitment, passion, empathy, honesty and integrity come into play. Good communication skills and decision-making capabilities also play a vital role in success and failure of a leader. Lastly, innovation and creative thinking, as well as the futuristic vision, are a couple of leadership qualities that make up good leaders.

Sarmad is a Digital Content Producer at TaskQue. He is passionate about writing and loves writing blogs and reading magazines. In his leisure time, he likes to watch the news and current affairs program.

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Top 15 Leadership Qualities That Make Good Leaders

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Want to know what characteristics are important to make great leaders. In this article, we discuss 15 characteristics of a good leaders.

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Company leaders are facing a crisis. Nearly one-third of employees don't trust management. In addition to this, employers now have to cater to the needs of the millennial generation. On average, after graduating from college, a millennial will change jobs four times before they are 32. Most of them also don't feel empowered on their current jobs.

It's clear that many leaders are failing to foster a sense of trust and loyalty in their employees. Fortunately, that doesn't have to be the case. Managers who show great leadership qualities can inspire their teams to accomplish amazing things, according to Daniel Wang, the creator of Loopring Protocol and founder of the Loopring Foundation. Loopring is a decentralized automated execution system that trades across the crypto-token exchanges. The platform reduces the cost of trading and shields users from counterparty risk. I've distilled my conversation with Wang to eight of the most essential qualities that make a great leader.
1. Sincere enthusiasm
True enthusiasm for a business, its products, and its mission cannot be faked. Employees can recognize insincere cheerleading from a mile away. However, when leaders are sincerely enthusiastic and passionate, that's contagious. For instance, someone who worked with Elon Musk on the early stages of his SpaceX project said that the true driver behind the success of the project was Musk's enthusiasm for space travel.

Wang says being enthusiastic helps a leader identify existing key problems in his industry. "Any innovation starts from these problems and ends with products and services, with some of the key issues resolved," he said.
2. Integrity
Whether it's giving proper credit for accomplishments, acknowledging mistakes, or putting safety and quality first, great leaders exhibit integrity at all times. They do what's right, even if that isn't the best thing for the current project or even the bottom line.

"When people see evidence that leaders lack integrity, that can be nearly impossible to recover from," Wang said. "Trust lost is difficult to get back."
3. Great communication skills
Leaders must motivate, instruct and discipline the people they are in charge of. They can accomplish none of these things if they aren't very skilled communicators. Not only that, poor communication can lead to poor outcomes. Leaders who fail to develop these skills are often perceived as being weak and mealy-mouthed, according to Wang. It's also important to remember that listening is an integral part of communication.
4. Loyalty
The best leaders understand that true loyalty is reciprocal. Because of this, they express that loyalty in tangible ways that benefit the member of their teams. True loyalty is ensuring that all team members have the training and resources to do their jobs. It's standing up for team members in crisis and conflict.

"Great leaders see themselves as being in a position of service to their team members," Wang said. "Employees who believe leadership is loyal to them are much more likely to show their own loyalty when it matters."
5. Decisiveness
A good leader isn't simply empowered to make decisions due to their position. They are willing to take on the risk of decision making. They make these decisions and take risks knowing that if things don't work out, they'll need to hold themselves accountable first and foremost.

Further, bosses who aren't decisive are often ineffective. Too much effort working on consensus building can have a negative effect. Rather than simply making a decision, many leaders allow debate to continue, and then create a piecemeal decision that satisfies no one.
6. Managerial competence
Too many organizations try to create leaders from people who are simply good at their jobs. To be clear, those who emerge as being very good workers often have important qualities. They are the ones who have a strong understanding of the company's products and services. They understand company goals, processes, and procedures. All of these are important.

On the other hand, being good at one's job doesn't prove that someone possesses the other competencies they need. For example, can they inspire, motivate, mentor and direct? Wang illustrates with major league baseball. While nearly all coaches have backgrounds as major league players, the most winning players aren't necessarily the most successful coaches.
7. Empowerment
A good leader has faith in their ability to train and develop the employees under them. Because of this, they have the willingness to empower those they lead to act autonomously. Wang says this comes from trusting that their team members are fully up to any challenges they face. When employees are empowered, they are more likely to make decisions that are in the best interest of the company and the customer as well. This is true, even if it means allowing workers to go a bit off script.
8. Charisma
Simply put, people are more likely to follow the lead of those they like. The best leaders are well-spoken, approachable and friendly. They show sincere care for others.

"People at all levels of an organization find it easy to relate to them and follow their lead," Wang concluded.

Every one of these qualities is absolutely essential to great leadership. Without them, leaders cannot live up to their full potential. As a result, their employees will never perform as well as they can either. Because of this, organizations must learn the best ways to identify and also to develop these necessary traits in existing and emerging leaders.

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8 Essential Qualities That Define Great Leadership

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Company leaders are facing a crisis. Nearly one-third of employees don't trust management. In addition to this, employers now have to cater to the needs of the millennial generation. On average, after graduating from college, a millennial will change jobs four times before they are 32.

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Survey after survey highlight the importance of influencing and negotiating skills for achieving promotion and career progression. Influencing is much more than that. The ability to influence is a crucial skill in so many aspects of the modern working life - whether you are working in cross-functional teams, managing external supplier relationships or networking with potential new clients. Here are seven tips to help you to develop your influencing skills.

How to Develop your Influencing Skills: Let's Start with the Basics

We often have to persuade and influence those over whom we have no real authority. The question is how to do this in an effective and subtle way?

A subtle, empathetic approach is recommended rather than a more direct or forceful style

Influencing Requires Empathy

Give the other party the impression that you have met them half way or further

A subtle, empathetic approach is recommended rather than a more direct or forceful style.

If you can give the other party the impression that you have met them half way or further, that they have bought into or even come up with the idea themselves you will get real support and longer lasting results.

Successful influencing is about making a connection and appealing to the heart as well as the head. It is about identifying personal triggers and adapting your style to others' to get the best results from the people you are trying to influence.
7 Tips To Develop your Influencing Skills
A combination of communication and interpersonal skills will help you to get the results you need. Below are some practical hints to help develop your powers of influencing whether you need a decision from your boss, an "awkward" peer to help you or a client to accept your new prices.
1. Create rapport
Create rapport with the person you are trying to influence - it may sound like common sense but if they like and trust you there is a greater possibility that you will be able to persuade them
2. Listen
Listen and show you are listening. If someone feels valued they are more likely to be persuaded to your point of view
3. Ask the right questions
Use questioning techniques to lead people towards the answers you want

The art of influencing doesn't come naturally

4. Be Aware of Body Language
Mirror the other person's body language to create better rapport
5. Sell the Benefits
Sell the benefits of your argument to the other person and try to see your position from their perspective
6. Be relaxed
A relaxed and natural demeanour is more likely to achieve a successful outcome rather than an emotional or demanding approach. Demonstrating a natural confidence will help to persuade others that your ideas are good
7. Invest your Time
Influencing isn't a quick fix. It can take time to develop empathy and awareness but you are more likely to get what you want if you play a long game

The art of influencing doesn't come naturally to everyone. There are many sources of help for you to develop your influencing skills. Check out some great online resources and videos, LinkedIn groups and, of course, training is always an option to help you hone and develop your influencing skills.

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7 Tips to Develop your Influencing Skills

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Survey after survey highlight the importance of influencing and negotiating skills for achieving promotion and career progression. Influencing is much more than that. The ability to influence is a crucial skill in so many aspects of the modern working life - whether you are working in cross-functional teams, managing external supplier relationships or networking with potential new clients.

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6 min read

Opinions expressed by Entrepreneur contributors are their own.

Do you sometimes question the amount of authority you successfully exert over your employees? Do you ever think you're not as commanding and effective as you'd like to be? If so, you're not alone--many other entrepreneurs share similar concerns and would like to be able to increase their influence over their employees. (We're defining influence here as the process of having an impact on other people.)

My experience shows that business owners who master the use of influence are significantly more successful than those who don't. These masters of influence inspire people to do what they want them to do; they motivate their staff toward increased productivity, profitability and achievement without incurring the typical cost of organizational repair and maintenance.

Gaining and maintaining influence over your employees involves three crucial challenges:

1. Creating specific, measurable and attainable goals

2. Identifying the tools, or resources, necessary for accessing internal and external sources of influence

3. Defining and using influencing techniques

To get started, first visualize a specific, measurable and attainable task or series of tasks that, when achieved, will make you feel influential and appreciated by others as being influential. Then sit down and figure out just how you can transform those tasks into a series of concrete, achievable steps.

Next, identify the tools, or resources, you already possess as an influential or potentially influential leader. These resources are the factors that assist you in expressing influence. And don't think you don't have any! Whether due to modesty, lack of awareness or just plain ignorance, many of you probably don't use or are even aware of the internal tools at your disposal. In other cases, you may need to borrow tools from external sources to increase your influence.

Not sure what tools you have at your disposal? Here a few examples:

Intelligence

Good judgment

Creativity

Knowledge

Skills

Assertiveness

Interpersonal network

Budget

Equipment

Past successes

Reputation

Expertise

Job position

Charisma

Leadership ability

Of course, no one has all these tools. But clearly, the more resources you have and the more you can amass from others, the more influential you'll become.

The strategic question now becomes: With your specific, measurable and attainable goals determined and with your key tools in place, how can you positively influence your employees so they're working to their full capacity? The answer is, by learning specific influencing techniques.

We all know how to yell, scream, rant and rave, but those mechanisms are rarely effective when it comes to exerting influence. Oh, they can impact others--but the impact is usually short lived and most often negative. And negative influence often encourages retribution, resistance and decreased quality on the part of the person who was negatively influenced.

Recent research shows that the following seven methods are the most effective techniques when it comes to influencing others:

1. Rapport. This technique involves creating relationships by expressing your feelings and identifying those feelings in others. So ask your employees how they feel, how their work is progressing, what they feel are obstacles to their success, how they feel about the work and the workload they have. Then be honest and tell them how you feel about them and their work style and their productivity. Sharing this type of information lets others know exactly "what the score is" and often leads to improved openness and productivity. Employees will appreciate your efforts and concerns about them and their work.

2. Teamwork. To develop a feeling that you're all the same team working for the same goals, you need to create a synergy

You want to create an environment in which everyone is effectively working in a unified and coordinated manner with others to meet organizational goals. As you put people together in teams to solve problems or chart future courses of action, your employees will get to know each other better, can more effectively use and appreciate others' skills and expertise, and will build on each others' capabilities to solve problems. When the outcome is efficient and productive, you'll be seen in a positive light since you were the one who created the teams.

3. Logic. This technique involves managing your employees by using valid, rational reasoning. When speaking to your employees, carefully, in a clear, unemotional and orderly manner, explain issues, ideas and processes. And be sure to solicit their questions and concerns, then explain any uncertainties and complexities in a manner that makes sense to them. If you can remain unemotional--but not unfeeling--about the goals you all need to achieve, your employees will come to regard you as a very effective leader.

4. Assertiveness. When you ask questions, when you make assertions, when you share ideas in a manner that doesn't overwhelm, embarrass or minimize your employees, they will come to admire you and value your input because you have learned to express your thoughts and feelings with due regard for others. Furthermore, your employees will usually share more of their questions and concerns with you because you will have created a "safe and positive" environment for them to work in.

5. Aggressiveness. This is the second cousin to assertiveness and involves expressing your thoughts and feelings without due regard for others. Although this isn't a technique I'd recommend you use on a daily basis, in times of emergency when quick responses and actions--like decisions or directions--are needed, being aggressive can be seen as positive, as long as the emergency doesn't occur with frequency.

6. Credibility. You'll gaining respect by demonstrating your expertise using appropriate language and timely and accurate responsiveness. When you correctly respond to employee questions or concerns, when they can rely on you to follow up, when you modestly demonstrate your expertise, you easily impact others and have a very strong, positive influence on them.

7. Cultural hierarchy. Understanding and using your knowledge of "how things are done around here" is a powerful way to get others to do what you want. By reminding them what acceptable behavior is by modeling it yourself and by acting in a manner consistent with those behaviors, employees will learn to respect your leadership abilities and be willing to follow your direction.

These seven influencing techniques can be learned and easily applied to almost any situation. At times, one strategy will be more effective than another; sometimes, a combination of strategies is even more potent.

When considering which strategy to use, you need to consider these key factors:

your preferred style of leadership

the style and personality of the person you want to influence

the issue at hand

the specific situation

the location or environment in which the influence will take place. For example, a specific strategy used to influence an employee during an employee review may not be the same one to use during a sales training class.

The secret to mastering the art of influence is to create specific, measurable and attainable goals, determine which tools or resources you have at hand to deploy, and then employ your techniques. The world needs truly influential leaders. Be one!

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6 min read Opinions expressed by Entrepreneur contributors are their own. Do you sometimes question the amount of authority you successfully exert over your employees? Do you ever think you're not as commanding and effective as you'd like to be?

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Plenty of people in academe find ambition to be distasteful, but I am not one of them. Want a bigger role, a fancier title, more money, an opportunity to make a bigger impact? I say, Go for it. But until you land that next opportunity, remember: You still need to attend to the job you have now.

And that is precisely where I see the careers of many ambitious people start to fall apart. In my years working with, and at, various universities I've seen faculty, staff, and senior administrators get so fixated on moving up that they ignore both their current assignments and the colleagues who have supported their success. Rather than continuing to hustle to do well in the job they have, they put all of their energy into landing the one they want.

We can look to politics for a recent case in point - the former New Jersey governor, Chris Christie. During the weeks leading up to his recent departure from elected office, there was a lot of news chatter about his legacy. Several political pundits suggested that Christie's performance as governor was hampered by his pursuit of a larger national role and that he was so busy trying to make a name for himself, he neglected the office he was elected to run. He was widely viewed as a man who was out for himself.

But should we fault Governor Christie for wanting to play on a national stage? I don't think so. He might have enjoyed more success, however, had he paid more attention to the people at home while making his case for something bigger.

I see a distinct difference between ethically oriented high achievers and those who are unscrupulously ambitious. Both types want to move up the ladder, but people in the first group concentrate on making their organizations or communities better, while those in the latter group focus on making things better for themselves. Ethical high achievers attend to their responsibilities while pursuing bigger roles, while the unscrupulously ambitious tend to ignore their current jobs - or shift their work to others - in order to create more time for pursuing the next big thing.

The unscrupulously ambitious tend to be predictable, which makes me wonder if there is a Slacker's Field Guide to Getting Ahead at All Costs out there that I have yet to discover. If there is a higher-education version of such a manual, I imagine that it includes the following strategies:

Sign on to lead high-profile projects, and then appoint a trusted deputy to do all the work.

Suddenly develop a provocative point of view, sense of outrage, or deep concern about the state of higher education that is expressed by writing articles and opinion pieces that call for action - without actually doing anything about those issues on your own campus.

Volunteer to tackle a problem that no one else wants to handle, only to determine that it cannot be solved. Then, once it is documented on your résumé, foist it upon someone else, claiming that they are the more appropriate owner.

Offer to chair an important leadership search and then abdicate all responsibility to a search firm to do the heavy lifting.

Whenever possible, seek opportunities to testify in front of your trustees, city officials, state legislators, or members of Congress - because visibility matters.

Make sure people on the internal communications team are aware of your every move. Demand that they write flattering stories about your new initiatives and issue press releases whenever you win an award.

Insist on being at the microphone, or close to it, whenever there are positive announcements to make on your campus, and intentionally distance yourself from negative news to ensure that your name only comes up in Google searches when the context is positive.

Pursue leadership roles on commissions, professional organizations, and high-status nonprofit boards that will not require you to do any actual work.

While citing the need to "support better organizational alignment," make a move to shift as many people and departments as possible under your box on the organizational chart. More is always better.

If a well-regarded member of your team announces plans to resign, put it out on the grapevine that you asked that person to leave. Remember, good people never leave you.

It takes an impressive portfolio and track record to rise above all the other stars who are competing for bigger roles, too. The unscrupulously ambitious know that, which is why they often resort to a lot of intense, résumé-building behavior around the time they are deciding to make a move. But that kind of last-minute achievement stacking can backfire when it leads those up and down the organizational chart to feel used, played, or ignored.

Support and respect from one's colleagues is hard to quantify on a résumé or curriculum vitae, but those are the qualifications that so often make or break a candidacy. As academics and administrators, we earn that support and respect by making our current organization stronger, honoring our commitments, and taking good care of the people who take care of us.

When our hunger for the next big thing prompts us to trample over others or take credit for work without actually doing it, we may find ourselves much like Chris Christie - without the job we want and out of the job we had.
Allison M. Vaillancourt is vice president for business affairs and human resources at the University of Arizona, and a professor practice in the university's School of Government and Public Policy.

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Plenty of people in academe find ambition to be distasteful, but I am not one of them. Want a bigger role, a fancier title, more money, an opportunity to make a bigger impact? I say, Go for it. But until you land that next opportunity, remember: You still need to attend to the job you have now.

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At first blush, you may think a servant leader literally takes on the role of a servant. Taken to an extreme, that definition would look like this:

As you pull into work, the leader meets you at your car, opens your door, and welcomes you to the office. Maybe the leader gets you coffee mid-morning and drops by in the afternoon to see if you need anything. When you need assistance on a project, or maybe just someone to do the grunt work, there your leader is, waiting for you.

No, that isn't servant leadership.

Servant leadership is a blend and balance between leader and servant. You don't lose leadership qualities when becoming a servant leader.

A servant leader is one who:
1. Values diverse opinions.
A servant leader values everyone's contributions and regularly seeks out opinions. If you must parrot back the leader's opinion, you are not in a servant-led organization.
2. Cultivates a culture of trust.
People don't meet at the water cooler to gossip. Pocket vetoes are rejected.
3. Develops other leaders.
The replication factor is so important. It means teaching others to lead, providing opportunities for growth and demonstrating by example. That means the leader is not always leading, but instead giving up power and deputizing others to lead.
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4. Helps people with life issues (not just work issues).
1: Values diverse opinions 2: Cultivates a culture of trust 3: Develops other leaders 4: Helps people with life issues 5: Encourages 6: Sells instead of tells 7: Thinks you, not me 8: Thinks long-term 9: Acts with humility 5. Encourages.
It's important to offer opportunities for personal development beyond the job. Let's say you run a company program to lose weight, or lower personal debt, or a class on etiquette. None of these may help an immediate corporate need, but each may be important.
6. Sells instead of tells.
The hallmark of a servant leader is encouragement. And a true servant leader says, " Let's go do it," not, " You go do it."
7. Thinks "you," not "me."
A servant leader is the opposite of a dictator. It's a style all about persuading, not commanding.
8. Thinks long-term.
There's a selfless quality about a servant leader. Someone who is thinking only, "How does this benefit me?" is disqualified.
9. Acts with humility.
A servant leader is thinking about the next generation, the next leader, the next opportunity. That means a tradeoff between what's important today versus tomorrow, and making choices to benefit the future.

The leader doesn't wear a title as a way to show who's in charge, doesn't think he's better than everyone else, and acts in a way to care for others. She may, in fact, pick up the trash or clean up a table. Setting an example of service, the servant leader understands that it is not about the leader, but about others.

Like this? Please share!

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At first blush, you may think a servant leader literally takes on the role of a servant. Taken to an extreme, that definition would look like this: As you pull into work, the leader meets you at your car, opens your door, and welcomes you to the office.

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While servant leadership is a timeless concept, the phrase "servant leadership" was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, Greenleaf said:

"The servant-leader is servant first... It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions...The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.

"The difference manifests itself in the care taken by the servant-first to make sure that other people's highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?"

A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the "top of the pyramid," servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.

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What is Servant Leadership? - Greenleaf Center for Servant Leadership

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While servant leadership is a timeless concept, the phrase "servant leadership" was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, Greenleaf said: "The servant-leader is servant first... It begins with the natural feeling that one wants to serve, to serve first.

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In many of your Module One introductions, the leader-mentor who has inspired you demonstrated the qualities Simon Sinek explains in this short video.

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emotional intelligence: the key to successful leadership #infographic

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visualistan: emotional intelligence: the key to successful leadership #infographic

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Emotional Intelligence: The Key To Successful Leadership #Infographic

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Conventional wisdom holds that business success is a simple product of hard skills, clear thinking and bold risk taking. Recent research suggests that emotional intelligence - sometimes derided as "soft" - is a key ingredient in a leader's effectiveness and the success of a project or business.

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4 Ways to Develop Leadership Skills in Everyday Life

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4 Ways to Develop Leadership Skills in Everyday Life

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When you're aspiring to a leadership role but perhaps not yet in one, developing the skills you need to be successful can seem like a Catch-22: How do you become a great leader when you haven't yet had the opportunity to lead?

And developing leadership talent matters. A February 2018 DDI study found that organizations that develop high-potential talent below senior levels are 4.2 times more likely to financially outperform organizations that don't based on a matrix of factors. Developing leaders can have a widespread effect throughout the organization.

But whether your company has thorough development programs or takes a more laissez-faire approach, the reality is that every day, you have opportunities to hone your leadership abilities, says Libby Gill, founder of leadership coaching firm Libby Gill & Company and author of The Hope-Driven Leader: Harness the Power of Positivity at Work. Often overlooked, these simple practices in your everyday life can help you on the job as well.

Make More Intentional Decisions

One simple practice Gill advocates is to begin being more intentional about your decisions. Whether it's your relationships, finances, health, or other areas that matter in your life, be more thoughtful about what you're doing and whether you're making the best choices, she says. As you cultivate more mindfulness in decisions and actions you may be taking for granted or dismissing, the practice will help you develop a stronger sense of self and identity, which will also help you in the workplace, she says.

"You've got to be a leader in your own life and that sounds obvious, but some of us just sort of float along, while others who are the real leaders make specific and intentional decisions that serve not only our best interests, but those of the peoples in our lives,

Cultivate A Diverse Network

Recent Boston Consulting Group research found that companies reporting above-average diversity on their management teams enjoyed innovation revenue that was 19% higher than those with below-average diversity (45% versus 26%).

Just as there are benefits to cultivating diverse teams, there are benefits to having people with varied backgrounds and life experiences in your life, says social scientist, speaker and coach Frank Niles, PhD. Make cultivating a diverse network a goal in your personal life. Getting involved in your community and becoming acquainted with different people will lead to surprising outcomes, often professionally, he says.

Get involved in community organizations, a church, or other groups where you're likely to meet people who have different experiences and backgrounds. Being around people who have varied experiences can expand your thinking and teach more about yourself, he says.

Listen And Communicate-Even When It's Tough

How often do you tune out certain people in your personal life? Yet listening is an essential skill if you're going to be a leader, Gill says. Who better to help you perfect that skill than the people who may challenge your listening ability sometimes?

"Put your gadgets away, look them in the eye, nod, listen, reflect what they have to say so they know, not only that you've heard them, but that you've understood them," she says.

Additionally, while many of us take great pains to communicate clearly at the office, we may slack off a bit when we get home. Niles says that in working with leaders across a broad range of organizations, one of the things that most often derails careers is not technical performance, but the way in which they relate to other people, he says. There is often a code of conduct in the office that defines expectations in the way people communicate. Without that "safety net," personal relationships offer an opportunity to improve how we receive, process, and relay information for the best outcome, he says. And with better listening and communication, we may also find that our relationships improve, too.

Take The Lead

Get involved with a cause you care about and raise your hand when a leadership opportunity arises, Niles says. When he was in graduate school, he volunteered in a local faith community. He had the opportunity to take on a leadership role with another person, and he got a crash course in strategic planning. "All of a sudden I'm here with another individual, we're setting strategy for the next year. We're vetting volunteers, so we're doing interviews and writing the descriptions. We're coming up with procedures and processes around how to do background checks and all the rest," he says.

While the role had a lot of responsibility, the stakes were lower than if he was doing these things on behalf of an employer. Niles says the education was invaluable.

"We often talk about leaders leading from behind, and that's absolutely correct. Leaders create the conditions for people to flourish," he says. By using the many opportunities in your daily life to improve and strengthen the skills to help your own leadership skills flourish, you can hone those critical skills, even outside of a formal training program.

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4 Ways To Develop Leadership Skills In Your Everyday Life

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When you're aspiring to a leadership role but perhaps not yet in one, developing the skills you need to be successful can seem like a Catch-22: How do you become a great leader when you haven't yet had the opportunity to lead? And developing leadership talent matters.

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Let's look at how you can develop good skills in each area.

Self-Awareness (Questions 1, 8, 11)

In his 1995 book "Emotional Intelligence: Why it can Matter More Than IQ," Goleman explained that people with high self-awareness are "aware of their moods as they are having them." [2]

To increase self-awareness, learn about mindfulness. This involves focusing on the present moment - including how you're feeling. And keep a journal in which you write about and analyze the emotional situations you experience from day to day.

Self-Regulation (Questions 2, 4, 7)

Motivation (Questions 6, 10, 12)

Self-motivation is strongly affected by your emotions. When you're distracted by your emotions, you may find it hard to see tasks through.

Boost your motivation levels by developing self-discipline, and by looking for and celebrating small wins - simple jobs that, when you've completed them, give you a sense of achievement.

Empathy (Questions 3, 13, 15)

Empathy is the ability to recognize other people's emotions and understand their perspectives. Goleman calls this aspect of EI "the fundamental people skill."

Social Skills (Questions 5, 9, 14)

Even if you're not a natural "people person," it is possible to develop better social skills.

Start by taking our quiz to see which communication skills you need to improve on. Then, find out how you can develop trust and rapport with people - this is an essential part of building good working relationships.

Five Ways to Show Emotional Intelligence Infographic

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How Emotionally Intelligent Are You? - Boosting Your People Skills

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Take this quiz to find out how strong you are in five areas of emotional intelligence, and learn what you can do to boost it.

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Brendon Burchard talks about what great leaders actually do.  This video is packed with great information for all leaders, whether in K-12, higher education, or any other sector, professionally or personally.