Qualities of Effective Leadership

This article looks at the qualities of leaders that make them effective as put forward by different authors.

Author	Qualities of Effective Leadership
Ancona, D., et al. (2008)	Sense making: constantly understanding changes in the business environment and interpreting their ramifications Relating: Building trusting relationships; balancing advocacy, inquiry with listening; develops a network of confidants Visioning: creating credible and compelling images for the agency’s future direction Inventing: creating new ways of thinking and approaching tasks
Bennis and Thomas (2002)	Engage others in shared meaning A distinctive, compelling voice Integrity Adaptive capacity—an ability to grasp context and make course corrections
Collins, J. (2001)	Disciplined People: leaders focus on the ―who‖ before the ―what aligning personnel with agency vision Disciplined Thought: able to take complexities and boil them down into simple, yet profound ideas (Hedgehog concept) Disciplined Action: unyielding discipline to stop doing anything and everything that doesn’t fit tightly with the vision
Drucker, P. (2004)	Ask what needs to be done Ask what’s right for the enterprise Develops action plans Takes responsibility for decision making Takes responsibility for communicating Focuses on opportunities not problems Runs productive meetings Think and say ―"We" not ―"I"
Goleman, D. (2010)	Self-awareness: knowing one’s emotions, strengths, weaknesses, drives, values, goals Self-regulation: controlling or redirecting disruptive behavior Motivation: being driven by achievement Empathy: considering others’ feelings when making decisions Social Skill: managing relationships to move people in desired directions
Heifetz and Lauire (2002)	Direction: define problems and provide solutions Protection: Shield the organization from external threats Orientation: clarify roles and responsibilities Managing Conflict: let conflict emerge but then restore order Shaping Norms: challenge unproductive norms and reinforce positive norms
Kotter, J. (2001)	Sets a direction: results in visions and the overarching strategies for realizing them Aligns people: involves looking for the right fit between people and the vision and then aligning those people with the right job. Motivate and inspire: through high energy and charisma attempts to stir a sense of belonging and self-esteem

In conclusion, we explored what it really means to be a leader from the perspective of leadership authorities. What is clear from the above is that leadership is multifaceted and so I dare say there is no such thing as a complete leader.

Every leader is a work in progress; the moment you stop learning as a leader, you stop growing. And once growth stops, leadership dies.

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References

Ancona, D. et al. (2008). In Praise of the Incomplete Leader. Harvard Business School Publication Corporation.

Bennis, W. & Thomas, R. (2002). Crucibles of Leadership. Harvard Business School Publishing Company.

Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Other Don’t. New York: Harper Collins.

Drucker, P. (2004). What Makes an Executive Effective? Harvard Business School Publishing Corporation.

Goleman, D. (2010). What Makes a Leader? Harvard Business School Publishing Corporation.

Heifetz, R.  and Laurie, D. (2002).  The Work of Leadership. Harvard Business School Publishing Corporation.

Kotter, J. (2001). What Leaders Really Do. Harvard Business Review.