Six characteristics of a successful leader

Not every manager is a successful leader. A successful leader must be able to inspire and motivate others and this requires having certain traits, habits and procedures. Some people are born with these traits, but most must consciously work on them if they have managerial aspirations. This article describes six essential characteristics of a successful leader.

Illustration

Communication skills

As the Harvard Business Review states, even the best vision cannot be conveyed to team members if the leader is unable to communicate well and effectively. Therefore it is necessary they focus on this skill and use it in their everyday work.

Focus and time management

The attention of a good leader should not jump from one thing to another. A good leader must be able to plan their time well and always focus fully on only one thing at a time.

Sufficient confidence

Without the necessary confidence, a leader cannot convey their visions and motivation to employees. Fortunately, confidence does not have to be innate; it can be learnt through particular habits.

Personal integrity

Though some changes in opinions and attitude are desirable based on changing situations, a leader should be consistent in their requirements, communication, values and attitudes so that employees know what is demanded of them and what they should expect from the manager.

Hard skills

Beside soft skills, a leader must also possess the necessary hard skills, namely knowledge of the given field and details concerning the jobs of team members. Only then can the leader effectively lead others.

Empathy and patience

Last but not least, a good leader must be very patient, especially because team members will always do their job rather more slowly and differently to what the leader wants. Moreover, working with people requires much time and long-term effort. This is why patience is a must when it comes to leadership.

 

-mm-

Article source Harvard Business Review - flagship magazine of Harvard Business School
Read more articles from Harvard Business Review