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Ten traits of leadership

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What Leadership Requires, According to Global Leaders

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Four Domains of Social Intelligence

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Emotional Intelligence Low v. High

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Transformational Leadership 101

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Transformational leadership inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained.

Some of the basic characteristics of transformational leadership are inspirational, in that the leader can inspire workers to find better ways of achieving a goal; mobilization, because leadership can mobilize people into groups that can get work done, and morale, in that transformational leaders raise the well-being and motivation level of a group through excellent rapport. They are also good at conflict resolution.

All of these traits make transformational leadership a good fit for many types of business.

Read more about transformational leadership:

Transformational leadership defined

Transformational leaders are sometimes call quiet leaders. They are the ones that lead by example. Their style tends to use rapport, inspiration, or empathy to engage followers. They are known to possess courage, confidence, and the willingness to make sacrifices for the greater good.

They possess a single-minded need to streamline or change things that no longer work. The transformational leader motivates workers and understands how to form them into integral units that work well with others.

Differences between transformational leadership and other leadership styles

There are marked differences between transactional leadership and transformational leadership.

Transformational leaders specialize in:

Working to change the system

Solving challenges by finding experiences that show that old patterns do not fit or work

Wanting to know what has to change

Maximizing their teams' capability and capacity

Transactional leaders do the following:

Work within the system

Start solving challenges by fitting experiences to a known pattern

Want to know the step-by-step approach

Minimize variation of the organization

Another way to put it: Transactional is a "telling" style, while transformational is a "selling" style.

History of transformational leadership

The term "transformational leadership" was coined by sociologist James V. Downton in 1973. Leadership expert James Burns defined transformational leaders as those who seek to change existing thoughts, techniques and goals for better results and the greater good. Burns also described transformational leaders as those who focus on the essential needs of the followers.

Examples of transformational leadership

Transformational leaders excel in a variety of sectors. Here are notable business leaders who used the transformational style.

William Edwards Deming

William Edwards Deming is known as the father of statistical quality control. After earning a doctorate in mathematics and physics at Yale in 1928, he spent most of his career working or consulting for the U.S. government. During World War II, Deming taught statistical process control techniques to military production workers.

After the war ended, the U.S. Department of the Army sent Deming to Japan to study agricultural production and related problems. He convinced Japanese officials of the potential for industrial uses of statistical methods. Deming's goal was to have Japan become a world industrial power in five years. Japan did it in four. Deming was asked to do the same thing for U.S. manufacturing firms, but his methods did not take root until the 1980s.

Peter Drucker

Peter Drucker was a professor and management consultant among other things. He predicted some of the 20th-century's biggest changes, such as the Japanese rise to a world economic power, the age where people would need to learn in order to keep their jobs or get ahead, and the importance of marketing and innovation. He coined the term "knowledge worker."

Drucker continually called for balanced management, which called for a balance between short-term needs and long-term plans, as well as profitability and other elements of business. He was very interested in how to mesh innovation and entrepreneurship.

He felt that entrepreneurship was a vehicle of innovation. Entrepreneurship was not just high technology, but high tech was a vehicle for change, in attitude, values, and behavior. The entrepreneur systematically looked for change, responded to them and took advantage of opportunities as they present themselves.

Ross Perot

H. Ross Perot started his career as a salesman for IBM. In the 1960s he started his own company, Electric Data Systems (EDS), one of the first businesses that built and serviced computer systems for other companies. In contrast to IBM, Perot trained his workers to do whatever needed to be done for a customer without waiting for approval. There was a strong bias toward action.

In the beginning, Perot shunned strategic planning. Over the next few years, however, he hired military officers who could take orders and give orders. Perot's slogan was "Go, do."

If an employee took credit for someone else's work, they were out the door. The motto of Perot's company at one point was "We bring order to chaos."

John D. Rockefeller

John D. Rockefeller was the founder of Standard Oil. It started as a single oil refinery and grew to a huge company. Much of the company's growth came through acquisitions. But, Rockefeller also spent a considerable amount of time streamlining the organization as it grew.

Rockefeller built his company's early reputation by guaranteeing the quality of Standard's kerosene. He was known for his organizational tactics and for using disciplined strategies. One of the reasons for Rockefeller's success was he could align his company with one simple vision, then he held everyone accountable for their part in making that vision happen.

In business, transformational leadership is often the most effective leadership style.

Transformational leadership quotations

Edwards Deming: "A bad system will beat a good person every time."

Peter Drucker: "If you want something new, you have to stop doing something old."

Ross Perot: "Punishing honest mistakes stifles creativity. I want people moving and shaking the earth and they are going to make mistakes."

John D. Rockefeller: "Good leadership consists of showing average people how to do the work of superior people."

Transformational leadership style requirements

Here are some of the characteristics of transformational leaders:

Very well-organized and expect their followers to be creative

Team-oriented and expect that followers will work together to create the best possible results

Respected, and in turn respects followers

Acts as coach of the team. He or she provides training and motivation to reach the desired goals

Responsible for their team, but also instills responsibility into team members

Engenders respect through rapport and a personal influence

Advantages and disadvantages of transformational leadership

Transformational leadership works well in organizations where change is needed. Transformational leadership is not the right fit for new organizations where no structure exists.

Transformational leadership pros:

Excellent at communicating new ideas

Good at balancing short-term vision and long-term goals

Experience building strong coalitions and establishing mutual trust

They have integrity and high emotional intelligence (empathy with others)

Transformational leadership cons:

Ineffective in initial stage or ad-hoc situations

Require an existing structure to fix

Bad fit in bureaucratic structures

Benefits of transformational leadership

One of the best uses of this leadership style is in an organization that is outdated and requires serious retooling. It is also a perfect match for a small company that has big dreams and wants to change and adapt to get there. In both of these examples, the board of directors can bring in a transformational leader who will change the structure of the organization and also motivate the current workers to buy into the new direction.

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Transformational leadership inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained.

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Best Skills, Traits and Qualities of a Leader

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101 Best Leadership Skills, Traits & Qualities - The Complete List

I think you'll agree with me when I say:

Being a leader is one of most difficult AND rewarding positions in the world.

Whether you're just starting out or you're an industry veteran, knowing which traits effective leaders should have is a integral part of your success.

That's why in thisn 6,500+ word article, I am going to list over 100 crucial leadership qualities and characteristics along with some of my favorite leadership quotes.

Browse By Category:
(Click any of the links below to jump to each category)
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1. Self-motivated:

Motivated leaders desire to achieve above and beyond expectations.

This comes from their passion, pride and desire to become better and the motivation to do things better than everyone else.

To succeed as a leader, you need to be motivated, and no one else can do that for you except your self.

Related: Traits of a Motivated Leader

2. Standards:

Leaders hold them selves and the people around them to a higher standard than most, both on a personal and professional level.

Leaders understand that in order to achieve higher standards, they need to have strong values, hold themselves accountable for their words/actions and never make excuses.

Remember you're the average of the five people you spend the most time with.

3. Confidence:

Unfortunately, confidence can be one of those things you either have or don't have, but I believe that it can be practiced and learned.

Confidence has to do with your inner perception of your ability to fulfill a particular role and is built through your experiences and dealings during your life.

To build your confidence you need to be open to new experiences and be willing to fail or you'll never grow and find the strength needed to push the limits of what you're capable of.

4. Optimism & Positivity:

Where others might think a project or task is too difficult, leaders face those challenges with energy and positivity.

Positivity is contagious, so be sure to focus on your attitude and understand you set the tone for your business and the people around you.

Related: 7 Things Remarkable Happy People Do Often

5. Accountable:

Being accountable means that you accept responsibility for the outcomes expected of you, both good and bad.

You don't blame others. And you don't blame things that were out of your control.

Until you take responsibility, you are a victim. And being a victim is the exact opposite of being a leader.

Great leaders take initiative to influence the outcome and take responsibility for the results.

6. Courage:

Aristotle called courage the first virtue, because it makes all of the other virtues possible.

Leadership sometimes involves making unpopular decisions which requires a certain level of bravery.

If you want to be more courageous you need to try new things, have more trust and confidence in others, as well as be able to raise difficult issues that others would leave unresolved.

Related: 10 Traits of Courageous Leaders

7. Engaged:

Great leaders are able to focus their attention on the problem at hand without being distracted.

Even when your extremely busy, you need to make sure that you're participating in the process with team members and not giving orders from the sideline.

8. Character:

Leaders are well defined and have unique personas that make them one-of-kind.

They are full of personality and are not afraid to stand lone and be different.

They understand that the things who make them different are the things that define their character.

9. Humor:

Many leaders are perfectionists, which tends to make them critical of themselves and the people around them.

But let's face it, what can go wrong, usually will go wrong. That's life!

You should have a healthy sense of humor about life and not take your self too seriously (which can be difficult when you want others to take you seriously).

However, leaders who take them selves too seriously risk alienating people.

Effective leaders have the ability to laugh at them selves and understand that they are only human and can make mistakes like everyone else.

Related: 10 Reasons Why Humor Is A Key To Success At Work

10. Passion:

Passionate leaders often have a strong, uncontrollable desire that pushes them forward.

The amount of passion you have directly affects your attitude, energy and that of your followers as well.

Use your excitement and to ignite the passion pf your followers!

11. Integrity:

Having strong moral values is an important leadership trait because it will allow others to clearly identify with you.

Having sincerity and honesty in all your dealings assures your followers of your intentions.

12. Respectable:

Enticing a deep sense of admiration and loyalty in your followers in key to successful leadership.

Being respected makes it easier to put your plans in action and have others quickly buy into your vision.

Leaders garner respect by letting their actions speak louder than their words.

13. Likable:

In some cases, leaders are respected for their negative qualities.

That's why it's important that you not only seek to be respected, but that you are likable as well.

It's very obvious, people want to work with and be around people they like and distance themselves from people they don't.

Related: https://www.northeastern.edu/graduate/blog/how-to-become-effective-leader/

14. Ethical:

When dealing with tough (sometime moral) decisions, great leaders should do so in accordance with their own values and ensure their actions are positive, not damaging.

Also, when you govern the moral principles of the people you are leading, you can establish an unspoken ethics code that helps better guide their decisions and behavior.

15. Loyal:

When we are talking about loyalty and leadership it's usually about the followers, but loyalty is not a one way street.

You need to give and show firm, constant support to your followers if you ever hope that they will give the same to you.

Related: What Great Leaders Have That Good Leaders Don't

16. Charisma:

Successful leaders are magnetizing and charming which inspires devotion in their followers.

This charisma can be difficult to learn, it usually requires most people to go outside of their comfort zone by speaking with more strangers as well as learning how to command the attention and speak to a group of any size.

17. Appreciation/love for your career:

It might be cliché, but you really should be doing what you love and what you're passionate about.

If you aren't doing something you love, you'll never find the drive to push your self to be better.

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18. Emotional intelligence:

The ability to understand and manage your own emotions, and those of the people around you is crucial.

People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can affect other people.

For leaders, this is essential for success.

Related: Are You Emotionally Intelligent? Here's How to Know for Sure.

19. Emotional control:

Similar to emotional intelligence, once you can understand your emotions, you can learn to control them.

The ability to stay calm, assess your self, then make adjustments comes down to simple self-control.

If you can control your emotions and reactions to the world, you can better control the outcomes.

20. Understanding of opportunity cost:

Leaders know that many situations and decisions in business involve risk and there is an opportunity cost associated with every decision you make.

An opportunity cost is the cost of a missed opportunity. This is usually defined in terms of money, but it may also be considered in terms of time, person-hours, or any other finite resource.

Great leaders understand the consequences of their decisions before making them.

21. Humility:

Leaders should be humble by seeking out feedback and focusing on the needs of others.

You need to be open to people's feedback and criticisms and know how to admit that you're not perfect and when you've made a mistake.

Related: 6 Ways Humility Can Make You A Better Leader

22. Discipline:

Discipline in leadership is less about punishing and rewarding others, but rather having self-control, inner calm and outer resolve.

A high level of determination and willpower play a significant part in your ability to be self-disciplined.

23. Perspective:

Sometime the best solution is right in front of us, but we are too close to see it.

Leaders know how to remove them selves from a situation and observe it from multiple perspectives with a open mind.

24. Risk management:

You need to identify, evaluate and address risks so you can positively affect the outcome by handling that risk in the best-suited way.

They often say, "there is now reward, without risk."

But smart leaders know which risks to take and which to guard against.

25. Time management:

Great leaders know that time is their most valuable asset.

Leaders need to know how to effectively plans their time by knowing when and where to spend it; on your self, your business and family/friends.

Related: Time Management 101: Stop Managing Time

26. Self-assurance:

Every road to success to filled with people who will find any reason to give you why it won't work.

You need a healthy level of self assurance that gives you a practical (sometime impractical) sense of faith in your cause that drives you forward with no excuses, roadblocks or negativity holding you back.

27. Maturity:

Contrary to popular belief, age is not a measure of maturity.

I've worked with young leaders who act like men and old men who act like teenagers.

Maturity comes from being courteous, knowing how to communicate like an adult and being the bigger person in difficult situations.

Also, your confidence in your self and your ability to follow through without excuses are strong indicators of maturity.

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28. Lead by example:

Actions speak louder than words. The people around you will notice if you are dedicated and working hard to grow your business.

But if you're lazy and don't care, your team will note and follow suit.

Great leaders always lead by example.

Related: 11 Surprisingly Effective Ways to Lead by Example

29. Relationship building:

"It's all about who you know." Smart leaders know that there is a lot of truth to that saying.

Leaders understand the value of building long-lasting relationships with people in their industry and make a point to pursue partnerships whenever they can.

Building a network of valuable people is critical for your long-term success.

30. Social skills:

More often than not, leader are charismatic, outgoing, friendly and approachable.

They have the ability to speak with anyone in a calm, respectful and engaging way.

Both employees and customers want to work for and purchase from people they like, you need to be one of those people if you want to succeed.

Related: 6 Toxic Behaviors That Push People Away: How to Recognize Them in Yourself and Change Them

31. Public speaking / Speaking skills:

Leaders should not have any issues with speaking in front of crowds.

Situations where public speaking is required can range from just speaking up at a meeting, to pitching a new idea in a room full of people.

Not only is this important for you to be able to get your message across clearly, but it improves your credibility as a leader.

32. Honesty & Transparency:

There are no more secrets today, everything is out there on the worldwide web.

That's why honesty is the best policy.

People respect those who are able to honestly share and react calmly to good and bad news while being able to quickly put a plan in action to move forward.

We now live in a transparent world, embrace it.

Related: Is Honesty The Best Leadership Policy?

33. Reasonable:

One of the quickest ways to get people to dislike you is to be unreasonable.

That's why practical leaders are fair, sensible, never make unfound assumptions and have sound judgment when making decisions.

34. Boldness:

Leaders do not hesitate or appear fearful (even if they are) in all aspects of their life.

They are willing to take the lead and show the way despite possible risks.

35. Listening:

In order to give your followers the feedback, support and attention they need to be successful, you need to make a true effort to listen when they speak.

Most people are waiting for their turn to speak, great leaders listen first, speak second.

Listening is more than being silent, you also need to ask the right questions.

Related: 6 Ways Effective Listening Can Make You A Better Leader

36. Presence:

True presence is just not about being the center of attention, it's about observation and seeking/giving meaningful feedback.

You need to be there for your people during important situations as well as help team members across your organization find solutions to roadblocks.

37. Authenticity:

Leaders stay true to the things that make them unique and tirelessly move towards their goals despite outside pressures to change or conform.

Hard-word, dedication, and long-term focus are essential to authentic leadership.

38. Empathy & Compassion:

When you're laser focused on your goals, it can be difficult to focus on the needs and feelings of others people.

You need to know not only how your actions effect people, but what you need to do in order to show understanding and sympathy for others.
Related: Compassion - A Cornerstone In Today's Leadership
39. Ability to confront others:

Most people go out of their way to avoid confrontation for fear of an argument, leaders know how to approach others in a nice, honest way to address concerns.

Stopping a problem earlier on will save a huge amount of time (not to mention headaches) versus leaving it unresolved.

40. Empowerment:

As a leader, you need to set others up for success by entrusting them to make good decisions.

Empowerment is not just about giving your followers the freedom to make their own choices, it's about giving them the tools and processes to make those choices effectively and productively.

41. Negotiation skills:

Leaders know how to get what they want and can be very convincing (which can be good and sometimes bad).

They do this by tapping the desires of others and building a sense of trust with people in order to come to a desirable outcome.

From settling differences to overseeing a large deal, leaders should be practical, fair and firm in their negotiations.

42. Social savvy:

Did you know that 71% of all online adults use Facebook? That's almost 1.2 billion people!

Smart leaders know that their followers' and potential followers' habits have changed. They are spending more time on social media than ever before.

When social media is used as a tool to engage, educate and connect with followers, it can have powerful results and attract countless new people to your cause.

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43. Clarity:

When great leaders speak, they are able to clearly relay their thoughts in a way that's easy to understand.

Then they make sure there are no miscommunications and that their point(s) got across clearly.

This ensures projects and tasks that are delegated get done the right way and without mistakes.

44. Ability to teach:

Leaders need to be able to share the methodologies and processes that make their business run with the people they work with and hire.

If your managers are poorly trained, your staff will be poorly trained and it will reflect in your sales and operations.

Remember the best way to learn something your self is to teach it!

45. Interested in feedback:

In the same way great leaders are able to teach, they also value learning.

That involves being open to honest feedback and the ability to have a positive attitude about that feedback and use it make adjustments that benefit everyone.

Related: To Get Honest Feedback, Leaders Need to Ask

46. Trust in your team:

This can be difficult, but your trust in your team largely depends on the people you hire, your ability to train them and the work you delegate to them.

If you believe in their ability to do those things, you need to trust your team to get the results you want and not micro-manage every project.

47. Ability to inspire:

Let's face it, it's difficult to love every part of your work no matter what you do.

But great leaders have the ability to inspire their team and make sure they know what they are doing has a bigger impact than they realize.

Nike is about celebrating athletics not sneakers, Apple is about changing the world, not computers. What are you about?

Related: Everything Counts: The 6 Ways To Inspire And Motivate Top Performance

48. ID team strengths:

When delegating work, leaders know their team and their strengths inside and out.

They use that knowledge to decide who gets assigned which projects/tasks so that everything gets completed the right way.

49. Sharing your vision:

There are a lot of people out there who think they have the next great idea.

Sadly, as great as those ideas might be, they will never go anywhere if no one else knows about it.

Leaders have the ability to share their vision and get people to buy into their ideas.

50. Turning vision into reality:

Not only can leaders share their vision, they have the ability to break that vision down into steps and a strategy that can be understood by others and executed over time.

51. Get the best from others:

By understanding what people really want, you can help them better perform by properly incentivizing (not only with money) their work and progress towards larger goals.

To get the best from others a leader needs to understand their motivations, be positive, generous, open-minded and be able to control their attitude.

52. Understand what motivates others:

For better or worse,human beings tend to care mostly about themselves and are motivated by selfish altruism.

Simply put, you need to figure out what people want for them selves: Notoriety? Money? Recognition? Understand that to will be different for everyone.

Related: The Top 9 Things That Ultimately Motivate Employees

53. Takes responsibly:

In the same way leaders are quick to give their team credit, they are also quick to take responsibility for negative outcomes.

Great leaders know that when they accept responsibility for their actions, they can postivey effect the outcomes.

54. Rewarding:

People often seek recognition from people they follow, that's why it's important to reward your team members for their input, especially when they go above and beyond.

Monetary rewards are nice, but thoughtful, personal rewards can be more impactful.

55. Evaluative:

Great leaders are able to carefully and quickly analyze a situation and/or person.

Being decisive doesn't mean making a decision quickly, it means making the right decisions in a practical, timely manner.

Don't allow your decisiveness to alienate team members from the decision making process.

56. Conduct effective meetings:

Sadly, most meeting are never as productive as they could be.

After all, if your an entrepreneur, you usually get to work with people that you like which can be distracting.

Effective leadership is about using meeting time as effectively as possible.

Start by having an agenda, eliminate distractions, have a start/end time (no exceptions), encourage everyone to contribute, encourage note taking and follow up after the meeting.

Related: Seven Steps to Running the Most Effective Meeting Possible

57. Respect for others:

Whenyou show respect towards other people, it is much easier to build meaningful, beneficial relationships.

You need to keep your promises, don't waste their time, stop gossiping, believe in other's ideas, stand up for them and truly care about their well-being.

58. Coaching key people:

It's one thing to identify your top performing employees, but you also need to nurture their success and help them grow within your organization.

In order for you to successfully lead a growing number of people, you need to enable your key people to lead as well and help push progress forward.

Related: The Key To Effective Coaching

59. Enable others to act:

Unless their are strict guidelines/regulations or safety concerns, if you don't allow your followers to make their own decisions they likely will find reasons to disagree with yours.

You can enable others to act by giving them the tools and processes they need to succeed, trust them to handle the rest.

60. Set Expectations:

People don't like to be surprised, that's why it's important to layout and agree to the expectations in place so everyone is one the same page from day one.

To make sure expectations are crystal clear, start by providing structure, clarifying roles, set motivating goals and continuously give/ask for feedback.

61. Fair:

Some traits are more important than others.

When it comes to leadership, the ability to judge situations and people with fairness is essential because it shows them how you value them.

There's many examples in history of leaders who took advantage of the people they were leading, things hardly ever worked out in their favor.

The leaders who are fair to people, are the ones who are loved and remembered.

Related: Four Ways to Foster Fairness in the Workplace

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62. Urgency:

The competition doesn't wait and there will always be someone out there trying to outwork you.

Leaders understand that in most situations it's about who gets there first which is why they value of both persistence and urgency.

Related: Can Leadership Urgency Be Taught?

63. Decisiveness:

Being decisive is not just about making decisions quickly, it's about fostering a confident and effective way of thinking, deciding, and acting.

In order to make the best decisions possible, understand and assess each option carefully while approaching the right people and resources to help you make your decision.

Don't let indecision paralyze you.

64. Commitment to vision:

Every overnight success you've heard about likely has another side to the story: the long hours, bootstrapping and testing many iterations before finding the right combinations.

Leaders need to appreciate the process as much as the outcome and stay committed to their vision through thick and thin.

65. Consistency:

Like professional quarterbacks, great leaders follow strict routines to keep their skills sharp and their delivery consistent.

Remember that practice makes perfect and the more consistent you can be, the more efficiently you and your organization will be.

Related: 3 Areas Where Consistency From A Leader Is Critical

66. Does not fear mistakes/risk:

Failure often provides us with some of life's biggest learning opportunities.

Leaders embrace this as well as the uncertainty and risk that are inherent parts of owning and running a business.

Related: Conquering The Common Fears of Leadership

67. Ability to pivot:

The business world is changing quickly and will continue to do so.

Great leaders have the ability to recognize those changes and guide their organization and team accordingly.

Personal Story: One of the first businesses I started was focused on developing and designing mobile apps for retailers. Unfortunately, we were a little early to the party and found it difficult the line up consistent projects. We decided to take everything we learned marketing our own business (mobile websites, SEO, social media, etc.) and use that to help our clients successfully market their businesses. This pivot saved the business and set us up to do more than we ever thought possible.

Related: 3 Rules for Making a Successful Pivot

68. Open minded:

It's fascinating how many business owners and managers refuse to change the simplest aspects of their business because they have the "if it ain't broke, don't fix it" mentality.

While that might work for a time, as years pass the business and their leaders who refuse to learn, adapt and grow will be left behind.

To be an effective leader you need to be open to learning about new things and exploring new experiences.

69. Tough-minded:

What can go wrong, usually does go wrong.

Leaders need to face life and business with strength and determination, especially when things get difficult.

When most people might give in, that's the exact moment you need to push through and overcome adversity.

Related: Mentally Strong People: The 13 Things They Avoid

70. Resourceful:

When faced with a challenge, smart leaders are able to find creative solutions to problems.

Being resourceful involves understand all the resources at your disposal, adapting by applying other experiences, sometimes bending the rules and never being of afraid to ask for what you need.

Related: 11 Characteristics of Resourceful Business Leaders

71. Faces obstacles with grace:

Life will always be full of obstacles, how you choose to deal with them is your decision.

Effective leaders approach roadblocks with a high level of positivity and creative problem solving that allows them to overcome situations that others might give up on.

72. Street smart:

It's hard to find a substitute for old-fashioned street smarts.

Knowing how to trust your gut, quickly analyzing situations as well as the people you're dealing with and knowing how-to spot a bad deal or scammer is an important aspect of leadership.

73. Make good decisions:

When you make good, practical decisions, you build trust with your followers that gives you the power to make future decisions quicker, with less pushback.

Making good decisions involves generating good alternatives and analyzing each option diligently.
Related: 4 Ways For Leaders to Make a Decision
Once you've made your decision, evaluate then communicate plan and always learn from yours and others' mistakes.

74. Strategic thinking:

In order to think two steps ahead, you need to develop a long-term mindset, using research to make decisions and take time to reflect on your decisions.

When you plan for the long-term, you can layout, then take small, actionable steps towards a bigger picture.

75. Proactive:

The opposite of proactive is reactive, which means you react to the world around you instead of taking steps to positive effect the outcomes.

Proactive leaders have a DIY mindset and approach new/difficult situations with enthusiasm and energy.

If you want to positively effect you life and the lives around you, start by learning to control (not manipulate) situations to cause something to happen, rather than waiting for it to happen.

76. Flexible:

People in leadership positions are often gifted with flexible schedules.

Sure, we all work for someone, whether it's stakeholders, clients or someone else, we usually have the ability to make our own schedules.

Leaders need to use this flexibility the become more available and involved in organization initiatives as well as other people's lives.

77. Manage setbacks/uncertainty:

After any failure, big or small, you usually have two options: give up or find a better way.

Leaders know when it's time to double down and when it's time to fold, they manage uncertainty by making thoughtful decisions on next steps.

Related: Three Ways to Turn Setbacks into Progress

78. Organized:

You can't sail your ship if you don't know where the sail is, likewise, you can't run your business if you aren't organized.

Leaders know that value in keeping their personal and professional things (both physical and electronic) in order.

79. Creative:

Contrary to popular belief, creativity is not something people are born with, like many leadership skills it can be learned and practiced.

Go out of your way to explore new experiences, learn new things and practice open mindedness by continually asking new questions.

Related: Creativity and the Role of the Leader

80. Intuition:

Intuition is to art as logic is to math.

Leadership is often about following your gut instinct.

It can be difficult to let go of logic in some situations, but uncertainty and risk are a natural in business.

Learn to trust your self and not everyone else.
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SECTION SIX

81. Seeks out advice:

Even though leader usually means "the person in charge" it's important that you seek out the experience and skill sets of trusted advisors, partners, customers and peers.

Outside perspectives are always helpful.

82. Pursue new experiences:

To stay prepared for any road bump in business, leaders actively pursue new experiences that allow them to learn and grow.

From starting a new venture, to coaching little league, challenge your self to be better by enjoying new experiences.

83. Read, read, read:

Read everything related to business and your field that you can get your hands on, both print and digital.

Leaders understand that education does not stop after school, in order to stay relevant, you need to stay informed with both timeless and timely resources.

Related: Why Leaders Must Be Readers

84. Curiosity:

Leaders are often driven be an insatiable desire to learn, push the limits of what's possible and explore things other people have or will not explore themselves.

Expanding your mind can often be as simple as reading, asking "why?" more often and enjoying the journey your own.

85. Competence:

Competence in most cases refers to someone being properly qualified and educated, but just people some people can learn something quicker than others doesn't necessarily mean they are more intelligent.

Willpower, determination, consistency and willingness to learn play important roles in your competence as a leader.

86. Focused:
Related: Daniel Goleman: Why Professionals Need Focus
Life is full of distractions, great leaders know how to remain on track and block out distractions.

Remaining focused involves keeping your eye on the bigger picture, allocating your time deliberately and training your brain like a muscle to eliminate non-essential work.

87. Intentional Learner:

Leaders go out of their way to stay educated and up-to date.

Intentional learning is a continuous process of acquiring, understanding information with the goal of making your self more intelligent and prepared on a specific subject.

88. Enjoys The Ride:

Smart leaders know that their journey is often more rewarding than their destination.

Which is why they take the time to enjoy life and what they have already achieved because they know nothing can last forever.
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When you can enjoy the ride, you'll be amazed by what you can learn.

SECTION SEVEN

89. Improve lives around you:

Leaders working toward a brighter future want to share that future and it's success with the people they care about.

Business partners and customers, family and friends, employees and their families, etc.

Leaders must act with generosity and gratitude by effecting positive change in the lives of the people around them.

90. Foster potential:

Improving the lives of people around you also means helping them become better individuals.

Help other people grow by encouraging and fostering their potential both professionally and personally and help them learn from your experiences.

91. Belief that success if shared:

Great leaders believe that success is something to be shared with everyone because there is no "I" in team.

When you share your success with others, you build loyalty, trust and admiration that enables you to push the success even further.

Related: Why Good Leaders Make You Feel Safe

92. Help other succeed:

Giving is always more satisfying than receiving. Leaders find great pride in helping other people succeed and become leaders themselves.

You need to be generous and make sure your team can share the organization's success as well as grow personally and professionally with your guidance.

Related: 10 Ways To Help Others That Will Lead You To Success

93. Direction:

Great leaders know where they are going and how they are going to get there.

They convey their mission clearly to followers and posses an unwavering drive that keeps them on track to their goals.

94. Challenge the process:

When leaders ignore the status quo, there can be incredible breakthroughs and innovations.

This is an essential part of achieving organizational growth.

Smart leaders know how to productively challenge the process, find bottlenecks and make improvements.

95. Performance driven:

Like a professional athlete, leaders strive to make improvements and become better every singe day.

They know that there is always room for improvements that can be made to make themselves and their team more effective.

Great leaders are driven by performance and the motivation to see how far they can take it.

96. Servant/Service:

While it may seem counterintuitive, the best leaders often act more and servants by enabling their team to be great.

As a leader, you have more resources at your disposal than the average person, it's important you share those resources with people in your organization.

Related: Why Isn't Servant Leadership More Prevalent?

97. Assertive:

It's important to make sure your voice is heard as a leader, but in a constructive, helpful way.

You need to get your point across clearly, and involve your self in the day-to-day operations of key team members.

Look out for opportunities to collaborate and trust your team to make important decisions.

98. Independent:

This often refers to not depending on others, but a true leader knows how to collaborate with the right people while remaining resourceful when faced with a setback or roadblock on their own.

99. Conviction:

A firm belief in a cause can often be a driving force in a leader's ability effect change in the world.

This deep faith often comes from being inspired and staying inspired throughout your journey.

Fill spare time with inspirational articles, stories, etc. to keep your spark and obsession going.

100. Patience:

Smart leaders know not to expect results over night, whether it's a new marketing campaign or an entirely new business.

Leaders know that patience is not about waiting around for results, it's about following through and executing the plan, not giving up when you face hurdles, working hard and learning how to enjoy the journey as much as the destination.

Related: 5 Powerful Ways Leaders Practice Patience

101. High-energy:

It takes a lot to effect the status quo, leaders not only have high energy, but they know how to find and utilize their most productive time.

Remember, working long hours doesn't always equal success because time is a finite resource.

But energy can be fueled by staying healthy and active, passionate and positive about your work as well as establishing productive rituals.

Now that I've shared my favorite leadership qualities and leadership quotes with you today, I want to turn it over to you.

Which skill or trait from this list was your favorite?

What would you add?

Let me know what you think by leaving a comment below right now.

Like BIG list posts?

Check out my 171 Marketing Ideas For Small Businesses next for an epic read...

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101 Best Leadership Skills, Traits & Qualities - The Complete List

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I think you'll agree with me when I say: Being a leader is one of most difficult AND rewarding positions in the world. Whether you're just starting out or you're an industry veteran, knowing which traits effective leaders should have is a integral part of your success.

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Racism on campus

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At American University, a private university in Washington, D.C., the commitment to cultural diversity is an integral part of its marketing and outreach to prospective students. And for Janelle Gray, a black freshman from Northern Virginia, such advertising worked. Information sessions and campus visits emphasized that AU valued racial and ethnic diversity, a feature that Gray said drew her to the school.

In the spring of 2017, two days after accepting AU's admission offer, Gray learned that bananas hung on rope fashioned into nooses-a symbol of racial terror and intimidation against black Americans-were found in several spots on AU's campus. The incident coincided with the university's first black woman student-government president taking office. Gray never reconsidered her decision to attend AU because she was equally drawn to its international-relations program. But she admits she arrived on campus last summer with a lot of uncertainty and fear. Then last month, it happened again: Ten confederate-flag posters with cotton stalks were pinned to AU's campus bulletin boards. This time Gray was devastated. "I went to sleep that night, feeling like this situation is just so surreal," she said. "We come here to learn, and we shouldn't have to deal with things like this."

Gray's experience, and the racist acts on her campus, is neither rare nor random. The episodes correspond with what the Anti-Defamation League identifies as an unprecedented increase in white supremacist activity on college grounds that began in fall 2016. Since the start of this academic year, black college students have been targeted in a rash of attacks-at an Ivy League university in New York, at a public college in Illinois, at a Catholic college in Pennsylvania, and at a flagship state university in Michigan. With another college-application season starting and a new crop of black students finalizing their selections, an overarching question persists: To what degree will racist incidents on college campuses-and colleges' response to those incidents-affect black-student enrollment? At risk are colleges' and universities' reputations as champions of diversity, as well as black students' academic success.

According to data provided by American University, the percentage of black freshmen accepting AU's offers of admission increased from 33 percent last year to 38 percent this year, continuing an upward trend for the third consecutive enrollment cycle. Notably, the banana and noose incident occurred in May after many high-school seniors, like Gray, had finalized which college to attend. To date, AU reports applications from black students for the fall 2018 semester are up 6.5 percent from that for the current semester. However, the full impact of last month's event on black students' decision to enroll has yet to crystallize.

In a prepared statement, Teresa Flannery, AU's vice president of communication, said the university sought to address last spring's racist episode "directly and promptly" with current and prospective students. Among the actions taken were a schoolwide community meeting and a webinar the first week of May for new students and families to address their worries. AU similarly held a town hall meeting after the confederate posters appeared in late September. "Though we have not found the effects of these events to be reflected in enrollment and retention, that does not mean we believe there were no negative effects," Flannery wrote. "Certainly, we are concerned about the effects on students' sense of belonging ... and on their sense of safety and wellness." While it's hard to say whether AU has, compared to other universities, witnessed unusually high rates of racism on campus, the fact that it's experienced particularly high-profile incidents makes it a case study worth analyzing.

In Gray's observation, AU's challenge is in translating the concern for black students into substantive action. "The administration did a really good job [ at September's town hall] ... acting empathetic towards our situation," Gray noted. But for her, too little has changed in the days since: "All I've seen are I give you my condolences, I feel bad for you, but what I want to see is ... [visible change on] these issues of racism on campus."

Others share her frustration. Sarah Pascarella, a Boston-based writer and editor who graduated from AU in 2000, points to racism at AU dating back two decades. During the 1996-97 school year, the school's student newspaper was accused of racism against a black student-government candidate after it cited a "fear" that she would only cater to certain students in its endorsement of her opponent. When the young woman protested, her letter-to-the-editor was published above a comic containing monkeys. Pascarella, like Gray, was a freshman at the time. "As an alumna, I'm appalled at what black students are experiencing at American University," said Pascarella, who's white. "Same as in the late '90s, the university has much work to do to ensure these incidents are not tolerated, and that all students feel safe and welcome."

Still, the degree to which racist acts adversely affect student enrollment remains an open question. A historic look at dramatic, high-profile events on and near college campuses offers an interesting point of comparison. The May 1970 Kent State University shootings-in which members of the Ohio National Guard fired into a crowd killing students protesting the Vietnam War-caused a "tremendous blow to the reputation of the school," according to an article on a student-news website, and that fall's enrollment declined.

But more recent examples suggest that at in-demand schools such as American, enrollment rates are quite tenacious. At NYU, the terrorist attacks on 9/11 struck just south of its sprawling Manhattan campus, yet the school's enrollment held firm. Fall enrollment following the April 2007 mass shooting at Virginia Tech-where a student killed 32 classmates and faculty members before taking his own life- remained steady. And there were no signs of an enrollment freefall at University of California, Davis, after a campus police officer doused student protesters with pepper spray in November 2011, which was captured on video and sparked national outrage.

It's unclear, though, how targeted acts directed at a small, underrepresented group-rather than random, unpredictable violence-translates to college choices. The University of Virginia in Charlottesville is the state's premier institution of higher education-and a campus where black students demonstrated in 2015 to call attention to racism and the challenges of black student life. Most recently, the school's president and other administrators were harshly criticized for letting torch-wielding neo-Nazis and white supremacists march onto its campus the night of August 11, 2017. The next day a white nationalist rally in the city of Charlottesville turned violent as the governor issued a state of emergency and UVA students sheltered in place.

Marcus Martin, UVA's vice president and chief officer for diversity, in a written statement highlighted the "significant progress" the university has made in the areas of black-student recruitment, enrollment, and graduation, citing a 43 percent increase in first-year black-student enrollment in the past five years. What's striking, though, are black-student data from UVA's " diversity dashboard" listing the offers rate (the percentage of applicants who were offered admission) and the yield rate (the percentage of students who accepted the offers of admission and enrolled.)

From 2012 to 2014, as the offers to black students gradually climbed from 30.4 percent to 34.8 percent, the yield rate gradually fell from 37 percent to 34.2 percent. The number of black students accepting UVA's offer saw a brief jump in 2015 (36.1 percent) before falling back to 34.6 percent in 2016. More simply: 320 black students rejected UVA's offer of admission in 2012, 350 in 2013, 455 in 2014, 432 in 2015, and 504 in 2016.

An admissions officer at UVA was unavailable for comment. But Tom Green, who oversees strategic enrollment management at the American Association of Collegiate Registrars and Admissions Officers, warned against concluding that the dwindling yield rates mean black-student interest in UVA is declining. The data don't reveal how many of the admitted students come from areas where there's less demand for the university, for example.

Yet Lecia Brooks, the outreach director for the Southern Poverty Law Center, a civil-rights nonprofit based in Montgomery, Alabama, predicted that black-student enrollment will begin to take a hit if college administrators allow racist threats and attacks to go unchecked. While some universities have continued to see incremental growth in their black-student populations, Brooks said the outlook could change as parents and students weigh their options, and the racial climate on campuses begins to factor into their decision-making.

"Students are paying attention to how administrators are responding to these incidents, and kind of watching to see [if] they really stand for these lofty initiatives around diversity and inclusion like they say they do," she explained. Additionally, the Clery Act -a federal law that requires colleges and universities to collect and publish information about crimes on and around their campuses-mandates that crimes motivated by hate or bias be included in annual reports. Brooks said parents armed with these statistics will have "a real eye-opener ... schools would be hard-pressed to act like [racism on campus] never touched them."

Clery Act data show that the number of reported incidents of intimidation-the most common type of hate crime in 2014, the most recent year for which figures are available-increased from 260 in 2010 to 343 in 2014. The hate crimes were most frequently associated with racism and anti-LGBT bias. (The number of reported incidents of destruction, damage, and vandalism, however, decreased between 2010 and 2014.)

To address doubts that arise for black students and families, Brooks advised that universities require constant professional development with faculty and staff, and make combatting racial injustice on their campuses a genuine part of their programming and recruitment efforts. "But more than that," she said, administrators have "a moral obligation to take a strong stand against the incursion of white supremacy on college campuses and ensure that every individual in that campus community feels safe."

A tougher stance is vitally important for new students-and for black students who choose to stay and matriculate at schools with well-publicized racist incidents. Lauren Mims, of Fairfax, Virginia, earned her bachelor's at UVA in 2012 and is currently pursuing a doctorate in educational psychology. Mims credits UVA for incredible relationships and opportunities-"I feel like I grew up at the University of Virginia"-but has always felt like race relations at UVA could be better. "I would hear a lot of microaggressions in the classroom. There was an incident with Yik Yak where there were racial slurs calling black students monkeys. There have been racist posters put up [on campus]," she said.

Related Story

UVA's Troubling Past
Still, Mims has never considered leaving UVA, nor has she heard black classmates talk of transferring. Following the white supremacist rally, she and other black alumni gathered with current UVA students to address fears and offer support. Many students cited the prestige of the university and being first-generation college-goers for their pride in being at UVA. They also spoke of making painful compromises for a quality education-factors that can't be measured on enrollment and retention graphs.

"Many students talked about how it is really hard being here as a black student," Mims said. "It's a university where I can get my degree, where I'm working towards my future career. All of that is just as important to me now as it was before August 11 and 12, even if it makes being a student here harder."

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Will Racism on College Campuses Affect Black-Student Enrollment?

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At American University, a private university in Washington, D.C., the commitment to cultural diversity is an integral part of its marketing and outreach to prospective students. And for Janelle Gray, a black freshman from Northern Virginia, such advertising worked.

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Interview with Jack Welch

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An Interview with Jack Welch on Leadership and the Welch Way

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Skillsoft CEO Bill Donoghue interviews Jack Welch about leadership development and the Welch Way management method. At Skillsoft, we're leading a culture of innovation, bringing learning and talent management into the digital age. Founded in 1998, we've never stopped growing, and are the global leader in elearning.

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Indian Mascot controversy

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Nearly 100 demonstrators stood outside the main entrance to the State Farm Center chanting, "Down with the Chief," and holding signs demanding a new university mascot before Illinois ' final home basketball game Thursday.

Fans wearing symbols of Chief Illiniwek walked by, some thumping the logo on their jackets or waving an orange flag with the image of a Native American wearing a headdress.

A group of fans had designated the game - a 93-86 loss to No. 9 Purdue - "Paint the Hall Chief" in hopes of inspiring the crowd to wear clothing with the logo on it. Many did, and some held up printed orange signs with the Chief's image.

The demonstrators aimed to provide a dissenting voice to the fans who want to bring back the Chief, as well as to urge the university to select a mascot and ban fans from dressing up as the Chief at sporting events.

"I'm here representing who I am as a person," said junior Lauren Kirby, who said she is from the Alaskan Athabascans. "I am not a mascot. I am not a symbol. That's why I am here today."

The Chief issue has been roiling at Illinois for decades.

The school banned the Chief Illiniwek mascot in 2007, two years after the NCAA ruled that teams using potentially offensive Native American imagery would be banned from hosting postseason play.

In October, the homecoming parade came to a standstill for about 10 minutes when a group of anti-Chief protesters blocked a car carrying Chancellor Robert Jones. They protested the entry in the parade of the Honor the Chief Society, which included a student dressed up as Chief Illiniwek.

In a drizzle outside the State Farm Center before tipoff Thursday, anti-Chief demonstrators chanted and offered cards to fans that explained the NCAA ruling and why they say the Chief exploits Native Americans.

"Chief is racist," demonstrators chanted. "No Chief in our town. Shut it down. Shut it down." Students and faculty held signs that read, "New mascot now" and "Let the Chief go."

Fans wearing Chief logos proudly showed off their gear as they walked by.

One fan walked back and forth several times in front of the row of demonstrators, patting the Chief logo on his orange and blue jacket. Another man yelled, "Long live the Chief." Two fans walked by and shouted, "Make America great again."

"These students are naive and don't know what's going on," said Dick Barker, who said he graduated from the university in 1961 and has been a longtime Illinois fan. "It's Native Americans looking to get something out of it. ... It's only the Native American people who could gain something by fighting the university. They'll try to get extra benefits from them. There's 200,000 alumni who grew up with the Chief and think he's terrific."

University officials asked the demonstrators to move farther from the main entrance, and they said they were told, per university rules, they could not protest inside the arena.

Several pro-Chief fans entering the arena declined to provide their names to the Tribune. One stopped to chat with demonstrator Rahul Raju, a student senate chairman. They talked about various tribes and the mistreatment of Native Americans throughout U.S. history.

"We're trying to convey a real sense that the continuing presence of the Chief - even unofficially - does lasting damage," Raju said. "Inaction itself is painful. That the university's tacit condoning of practicing of the Chief (is wrong)."

The university has been seemingly stuck in limbo on this issue for more than a decade. Earlier this season, it banned the "War Chant" from being played at sporting events.

There have been discussions about implementing a mascot, most recently in 2016 with an exploratory committee, but the issue has been shelved recently. The student government this year passed a resolution that the university must remove the Chief symbol from facilities.

The Chief Illiniwek name and image are university trademarks, so student groups can't officially use them. But the tension - and the image - is present at most games.

After the playing of the "Three-in-One" song at halftime, fans bellow, "Chieeeeeef." Many fold their arms in stereotypical Native American mimicry. At a few games each season, a student from a group not sponsored by the university emerges from an upper concourse into the view of fans, dressed in stereotypical Native American costume with a headdress and "war paint" and bows to the fans with a stoic expression as music plays.

That student, who is elected as part of the Honor the Chief Society, was expected to make an appearance at halftime Thursday but did not. As the "Three-in-One" played, fans held up jackets with the Chief logo and pointed to it on their shirts. Some folded their arms in front of them. Some in the Orange Krush student section yelled a stereotypical Native American "whoop, whoop, whoop" cry.

At a game earlier this season, university professor and documentary filmmaker Jay Rosenstein was arrested for allegedly videotaping a former Chief portrayer in a State Farm Center bathroom and was placed on paid leave. He said Thursday his suspension has been lifted.

University spokeswoman Robin Kaler said in an email to the Tribune: "As a top public research university we take pride in being an institution where serious societal issues are discussed and debated and where an individual's freedoms of speech and expression are respected whether in a classroom or in an athletic arena. But we are also committed to ensuring that everyone who attends events on our campus can enjoy them safely. ... Chief Illiniwek has been retired for a decade. We must find a path that recognizes the history of Chief Illiniwek while building our future without it at Illinois.

At a speech to university employees found online, Jones said of the Chief, "Its legacy today throws disruptive shadows across every aspect of our mission and divides our university community."

He added: "Symbols and mascots are meant to bring university communities together. It is very, very clear this one is tearing us apart. We aren't going to get through this by assigning blame or pointing fingers ... or trying to do the math to pretend this thing can simply be reduced to a minority-versus-majority issue."

Jones also expressed concerns about potential violence erupting.

Athletic director Josh Whitman declined to comment about Thursday's protests. An athletic department spokesman said this is a university issue, not an athletic department issue.

Asked after the game about the demonstrations, Illinois coach Brad Underwood said he was unaware of them until informed shortly before tipoff.

"If you think for one second I've even thought about that ..." Underwood said. "I've had about eight hours of sleep in the last three days. ... I guess I need to dive into my history a little bit. I'm worried about our basketball team."

Whitman has said previously he is in favor of continuing constructive dialogue about the issue.

"We've had conversations," said student government vice president Joseph Domanski, who held a sign at the demonstration that read, "Respect Indigeneity #NotOurChief."

"It's time to take action," Domanski said. "It's time to rip off the Band-Aid."
sryan@chicagotribune.com Twitter @sryantribune Shannon Ryan: Illinois must finally remove all links to Chief Illiniwek " Editorial: The smart way to dispatch Chief Illiniwek " From Lou Henson to Brad Underwood: The orange blazer on Illini coaches carries mystique and history "

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Chief Illiniwek protesters and supporters turn out for Illinois' final home basketball game

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A group of Illinois fans had designated Thursday's game against Purdue "Paint the Hall Chief" in hopes of inspiring the crowd to wear clothing with the Chief Illiniwek logo on it. Many did, and some held up printed orange signs with the Chief's image.

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Servant Leader Characteristics

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In 1970, Robert K. Greenleaf redefined the way that we think about management. His idea was dubbed "Servant Leadership" and flips the traditional mode of management thinking and organizational structure completely upside down. The following is a list of 10 Qualities that Servant Leaders (and the organizations they serve) possess. Do you have these qualities?

10 Characteristics of a Servant Leader

1. Listening. Leaders have traditionally been valued for their communication and decision-making skills. While these are also important skills for the servant-leader, they need to be reinforced by a deep commitment to listening intently to others. The servant-leader seeks to identify the will of a group and helps clarify that will. He or she seeks to listen receptively to what is being said. Listening, coupled with regular periods of reflection, is essential to the growth of the servant-leader.

2. Empathy. The servant-leader strives to understand and empathize with others. People need to be accepted and recognized for their special and unique spirits. One assumes the good intentions of coworkers and does not reject them as people, even if one finds it necessary to refuse to accept their behavior or performance.

3. Healing. One of the great strengths of servant-leadership is the potential for healing one's self and others. Many people have broken spirits and have suffered from a variety of emotional hurts. Although this is part of being human, servant-leaders recognize that they also have an opportunity to "help make whole" those with whom they come in contact. In "The Servant as Leader" Greenleaf writes: "There is something subtle communicated to one who is being served and led if implicit in the compact between servant-leader and led is the understanding that the search for wholeness is something they share."

4. Awareness. General awareness, and especially self-awareness, strengthens the servant-leader. Awareness also aids one in understanding issues involving ethics and values. It lends itself to being able to view most situations from a more integrated, holistic position. As Greenleaf observed: "Awareness is not a giver of solace-it is just the opposite. It is a disturber and an awakener. Able leaders are usually sharply awake and reasonably disturbed. They are not seekers after solace. They have their own inner serenity."

5. Persuasion. Another characteristic of servant-leaders is a primary reliance on persuasion rather than positional authority in making decisions within an organization. The servant-leader seeks to convince others rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups.

6. Conceptualization. Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. For many managers this is a characteristic that requires discipline and practice. Servant-leaders are called to seek a delicate balance between conceptual thinking and a day-to-day focused approach.

7. Foresight. Foresight is a characteristic that enables the servant-leader to understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future. It is also deeply rooted within the intuitive mind. Foresight remains a largely unexplored area in leadership studies, but one most deserving of careful attention.

8. Stewardship. Peter Block has defined stewardship as "holding something in trust for another." Robert Greenleaf 's view of all institutions was one in which CEOs, staffs, and trustees all played significant roles in holding their institutions in trust for the greater good of society. Servant-leadership, like stewardship, assumes first and foremost a commitment to serving the needs of others. It also emphasizes the use of openness and persuasion rather than control.

9. Commitment to the growth of people. Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers.As a result, the servant-leader is deeply committed to the growth of each and every individual within the institution. The servant-leader recognizes the tremendous responsibility to do everything possible to nurture the growth of employees.

10. Building community. The servant-leader senses that much has been lost in recent human history as a result of the shift from local communities to large institutions as the primary shaper of human lives. This awareness causes the servant-leader to seek to identify some means for building community among those who work within a given institution. Servant-leadership suggests that true community can be created among those who work in businesses and other institutions. Greenleaf said: "All that is needed to rebuild community as a viable life form for large numbers of people is for enough servant-leaders to show the way, not by mass movements, but by each servant-leader demonstrating his own unlimited liability for a quite specific community-related group."

Taken from the article "Practicing Servant Leadership" by Larry Spears, published on Leader to Leader [ full article]

Do you practice servant leadership in your organization? And if so, how has it affected you and your employees?

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In 1970, Robert K. Greenleaf redefined the way that we think about management. His idea was dubbed "Servant Leadership" and flips the traditional mode of management thinking and organizational structure completely upside down. The following is a list of 10 Qualities that Servant Leaders (and the organizations they serve) possess.

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Questions to ask!

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As a leader, how do you become a better leader? If you're like me, probably by reading a lot of books, listening to podcasts, and attending a few conferences. Those are excellent growth strategies, but there's one missing.

According to Stanford psychologist Carol Dweck, people who have a growth mindset believe they can improve themselves by their own efforts and strategies, plus input from others.

That means one of the best ways to grow as a leader is to ask questions of other leaders.

Some time ago, Michael Smith called and asked if he could interview me. At the time, Michael was on the staff of ClearView Baptist Church in Franklin, Tennessee. We follow each other on Twitter, but we have only met one time previously. He said that he wanted to interview me on the topic of leadership. I happily agreed.

Michael began our meeting by sharing with me that he is on a sabbatical. One of his goals is to grow as a leader and one of his sabbatical projects is to interview leaders in various professions. I was honored that he choose me as someone worth interviewing.

What really impressed me was how thoroughly prepared he was. Michael asked great, thoughtful questions. In fact, the questions were so good that I asked him for permission to post them here. I have printed this list out and put it in my Moleskine notebook. The next time I am with a leader I respect, I can pop out this list and start interviewing.

1. Can you name a person who has had a tremendous impact on you as a leader? Maybe some one who has been a mentor to you? Why and how did this person impact your life?

2. What are the most important decisions you make as a leader of your organization?

3. As an organization gets larger there can be a tendency for the "institution" to dampen the "inspiration." How do you keep this from happening?

4. How do you encourage creative thinking within your organization?

5. Where do the great ideas come from in your organization?

6. Which is most important to your organization-mission, core values or vision?

7. How do you or other leaders in your organization communicate the core values?

8. How do you encourage others in your organization to communicate the "core values"?

9. Do you set aside specific times to cast vision to your employees and other leaders?

10. How do you ensure your organization and its activities are aligned with your core values?

11. How do you help a new employee understand the culture of your organization?

12. When faced with two equally-qualified candidates, how do you determine whom to hire?

13. What is one characteristic that you believe every leader should possess?

14. What is the biggest challenge facing leaders today?

15. What is one mistake you witness leaders making more frequently than others?

16. What is the one behavior or trait that you have seen derail more leaders' careers?

17. Can you explain the impact, if any, that social networking and Web 2.0 have made on your organization or you personally?

18. What are a few resources you would recommend to someone looking to gain insight into becoming a better leader?

19. What advice would you give someone going into a leadership position for the first time?

20. What are you doing to ensure you continue to grow and develop as a leader?

You might start by asking yourself these questions. Better yet, ask them and then blog about them. This will give you some basis of comparison as you begin to learn from the leaders around you.

Disclosure of Material Connection: Some of the links in the post above are "affiliate links." This means if you click on the link and purchase the item, we will receive an affiliate commission. Regardless, we only recommend products or services we use and believe will add value to our readers. We are disclosing this in accordance with the Federal Trade Commission's 16 CFR, Part 255: "Guides Concerning the Use of Endorsements and Testimonials in Advertising.

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On of the best ways t become a better leader is to interview successful leaders. Here are 20 questions to get you started.

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Books to help you develop your leadership skills

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Top coaches offer insights on leadership development & careers. Opinions expressed by Forbes Contributors are their own.

Post written by

Forbes Coaches Council

Top business and career coaches from Forbes Coaches Council offer firsthand insights on leadership development & careers.

Leadership development is a necessity in today's fast-moving business climate. What worked yesterday or last week may not work today, and those leaders best prepared to adjust when needed are the ones who keep employees engaged and projects moving forward.

You may think you don't have enough time to invest in your own development, but honing your skills can be as easy as updating your reading list. To get started, here is a list of leadership books recommended by members of Forbes Coaches Council.
1. The Five Dysfunctions Of A Team: A Leadership Fable By Patrick Lencioni
Lencioni blends a number of important leadership concepts into one readable business fable. Anyone in leadership needs to know how to affect outcomes through effective teamwork. Start with trust which leads to productive conflict, commitment, accountability and results. There is a brief quiz at the end of the book to assess the teams you are currently working with. -- Evan Roth, Roth Consultancy International, LLC.
2. Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results by Judith Glaser

Judith is a master of training great leaders to build trust. If you want your people to produce great results, you must have their trust. She has led numerous successful initiatives in companies where leadership was the key to altering the company's future. This book gives practical tools to develop oneself in empowering conversations and developing our own and others leadership. -- Janet Zaretsky, The Zenith Business

3. Primal Leadership: Realizing the Power of Emotional Intelligence By Daniel Goleman, Richard Boyatzis, Annie McKee

Primal Leadership is my favorite leadership development book. It starts with a discussion of brain science so the reader can understand the physical connection to emotional responses and therefore our leadership skills. Whether you are a fan or skeptic of leadership development books, this is one of the few books out there that can relate to most any view and transform your way of thinking. -- Larry Boyer, Success Rockets LLC

4. Man's Search for Meaning By Viktor E. Frankl

Any aspiring leader should start by tackling the basics of human motivation. Man's Search for Meaning illustrates the power of one of our primary motivators: the need for purpose. The book chronicles Frankl's experiences and observations during his imprisonment at Auschwitz, showing how purpose, attitude and mindset can play such a critical role in overcoming the toughest of circumstances. A must read! -- Dr. Woody Woodward, HCI

5. Smarter Faster Better: The Secrets of Being Productive in Life and Business By Charles Duhigg

Duhigg combines the latest research in productivity and effectiveness to explain how to become "better" at work. Not only does Duhigg combine cutting-edge productivity and the neuroscience of how we learn, but he does it with incredibly engaging stories that make it a fun summer read as well.

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10 Must-Read Books To Develop Your Leadership Skills

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Share to email Share to facebook Share to twitter Share to linkedin Share to google Top coaches offer insights on leadership development & careers. Opinions expressed by Forbes Contributors are their own. Post written by Forbes Coaches Council Top business and career coaches from Forbes Coaches Council offer firsthand insights on leadership development & careers.

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11 leadership books to read in 2018

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Tips for Leaders in Student Affairs

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Module 7: Personal Leadership Philosophy

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Module 7: Personal Leadership Philosophy

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Examples of PLP's

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President of Paul Quinn College talks about how he helped transform the college from almost closing to an innovative college with the philosophy of WE over ME.

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Michael J. Sorrell | WE Over Me: From College to Movement | SXSW EDU 2018

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Module 7: Personal Leadership Philosophy

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Module 7: Personal Leadership Philosophy

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NACADA Core values

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NACADA > Resources > Pillars > Core Values

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NACADA promotes and supports quality academic advising in institutions of higher education to enhance the educational development of students. NACADA provides a forum for discussion, debate, and the exchange of ideas pertaining to academic advising through numerous activities and publications. NACAD…