Leadership Characteristics

Attempting to find a common list of those characteristics that make for an effective leader is likely to encounter the same limitation as the qualities approach. Based on the perceptions of a group of catering students who were asked about effective leaders they had encountered, Jacob presents a ‘simplistic’ profile of a good leader as a person who: has a positive manner; is respected and liked; knows the job; is a proven problem solver; is a communicator; is a persuader; is dedicated to the job; has drive, enthusiasm and initiative; has confidence in own ability; gives praise when due; motivates others to act; does not hold grudges; listens; relaxes under stress; has the strength of character to admit weaknesses; and has the ability to empathise.

Writing in the Cornell HRA, Walker however suggests that excellent leadership is not just a matter of talent. The real key to leadership involves developing appropriate personality characteristics and the talents of other members of the organisation.

Proven managers have generally developed an intuitive ability to evaluate the leadership potential of others. The objective of screening for managerial potential is to locate the individuals who’s past experience and temperament show a pattern typical of successful leaders. Walker identifies the following as some of the most important indicators of the appropriate temperament for leadership:

· Self-control – potential leaders should be above average in their ability to exercise self-control, as this ability will be most frequently called upon.
· Sense of values – the greatest leaders are those who downplay materialistic values and status symbols, and instead respect the intangible, spiritual side of life.
· Drive – a strong drive is an advantage in any assignment and a ‘does’ is preferred to the person who procrastinates.
· Moodiness – the manager should not be prone to inconsistency in personality but be optimistic, cheerful and generally capable of maintaining morale and team spirit.
· Sensitivity – people who are sensitive themselves are generally sensitive to others and have a high potential for managerial success.
· Defence of ideas – successful managers must be willing and able to support and defend their own ideas while remaining receptive to the ideas of others.
· Self-awareness – everyone needs a certain amount of appreciation from others but the person needing less recognition for individual contribution is generally more successful as a manager.
· Balance – the best managers seem to have the ability to defend their ideas and a low degree of self-consciousness, coupled with a high degree with a high degree of sensitivity to other people.