6 Essential Qualities Of Leadership

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In the past, leaders were considered to be responsible for everything, highly controlled and omniscient. This kind of individual heroism management thinking makes the organization lack of passion, lack of initiative, lack of risk-taking spirit and collaborative spirit. In today’s society, where few people are omniscient, organizations need leaders who can develop ways and results that foster team members, collaborate with others to achieve innovation, and adapt to changing needs. In this article, I will bring to you the 6 Essential Qualities Of Leadership.

Leadership is a special kind of interpersonal influence, everyone in the organization will influence others, but also accept the influence of others, so each employee has potential and realistic leadership.

A good leader is someone who has the ability to navigate complex relationships within and outside the organization and achieve superior organizational goals.

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6 Essential Qualities Of Leadership

The qualities of leadership are conflict solving, initiative, inquiry, advocacy, decision making and critique.

Conflict Solving :

When people have different points of view and express them, disagreement and conflict are inevitable. Conflict can be either disruptive and destructive of results or creative and constructive, depending on how it is handled. A person who can face conflict with others and resolve it to a mutual understanding evokes respect. The inability to cope with conflict constructively of the tendency to avoid it and keep it covered up leads to disrespect and even increased hostility and antagonism.

Initiative:

Initiative is exercised whenever effort is concentrated on a specific activity, to start something that was not happening, to stop something that was happening, or to shift the direction and character of effort. A leader may take initiative, then, is the character and intensity of effort, or rive, supporting the actions taken.

Inquiry :

Inquiry permits us to gain access to facts and data from those with whom we work as well as other information sources, The quality of inquiry often depends on thoroughness. A person who is not thorough may ignore the need for inquiry. Alternatively, an individual operating by standards of excellence may be very thorough, demonstrating a keen interest in learning as much as possible about work activities. Inquiry is asking the relevant questions rather than taking matters for granted.

Advocacy :

To advocate is to take a position: to express one’ opinions, attitudes, ideas, and convictions. A person may have strong convictions but think it risky to take a stand. Alternatively, an individual may not advocate his or her point of view because of low or nonexistent convictions. Another person may embrace a point of view simply to oppose someone else or to win. Therefore, the strength of the convictions a person holds are one thing to look for; how this individual advocates what he or she believes in this is another and indicative of that person’s leadership style for dealing with people.

Decision Making :

It is through decision making that resources are applied to performance. It may involve solo decision making, in which the leader alone is the ultimate decision-maker: delegation of responsibilities to one or more individuals; or teamwork, in which all available resources are brought to bear on making and implementing decisions.

Critique :

There are several ways to evaluate how team members solve operational problems as they seek to accomplish goals. Critique is key to this process. It means stepping away from or interrupting activity long enough to study it, to see alternative possibilities for improving performance, and to anticipate and avoid any actions that may have adverse consequences. Without taking advantage of the leaming available through the process of feedback and critique, future work activities are unlikely to change. Relying on critique to learn from experience, on the other hand, provides a sound foundation for working more effectively with and through other people in order to accomplish a task. When critique is done effectively, a path is cleared for moving resources into measurable results. Without critique, people are operating blindly; with critique, they have insight into what they are doing and how they might be doing it more effectively.

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The Three R’s of Leadership

Resources

R1 – Resources are what people as individuals have to contribute; they are the human resources, i.e the knowledge, abilities, skills, and motivations people have available in using technical, financial and other non-human or indirect resources.

Relationships

R2 – Relationships are the interaction between people. They are symbolized by two black heads facing one another. Of course, in a team situation, we may be talking about more than two people. R2 characterizes the degree of individual and team commitment to team work in all face-to-face groups, whether among co-workers or different departments and in relations with customer, clients or whomever one deals with in day-to-day interactions.

Results

R3 – Results are realized when the team achieves specific goals, such as revenue growth, new customer acquisition, increased market share, or improved internal performance. Achieving ambitious, measurable results can help enhance innovation, adapt to changing circumstances and improve overall execution capacity. Outcome indicators measure the extent to which organisation has implemented the necessary changes and to what extent the capacity required to achieve the organisation goals has been built.

Leadership is not a position of office, nor is it a privileged patent for a few, but a purpose-clear driving force for positive interaction. In layman’s terms, leadership is the process of guiding team members to achieve their goals.