7 Behaviors All Great Leaders Share – Are You Doing Them?

The Most Effective Behaviors of Great Leaders

Leadership has always been pivotal to any successful organization or community, transcending industries, sectors, and cultures. Leaders are essential in inspiring, directing, and enabling individuals to achieve common goals. In recent years, numerous studies and scholarly works have sought to distill the qualities and behaviors that differentiate exceptional leaders from merely competent ones. As suggested by many researchers and thought leaders, great leadership is not just about holding authority but cultivating behaviors that inspire, empower, and resonate with people. This essay explores some of the most effective and impactful behaviors exhibited by great leaders, supported by recent research and literature from 2000 to 2024.

1. Vision and Clarity

A fundamental behavior of great leaders is their ability to create and communicate a clear, compelling vision. Leaders with vision articulate a clear direction and purpose, helping their teams understand the "why" behind their efforts. According to James Kouzes and Barry Posner, leaders who "inspire a shared vision" enable others to visualize a better future and believe in the organization's mission (Kouzes & Posner, 2017). Moreover, visionary leaders can break down this broad vision into specific, actionable steps that help teams stay focused and aligned. Studies show that organizations with visionary leadership tend to have higher employee satisfaction and engagement levels (Phipps & Prieto, 2017).

In addition, research by Collins (2001) suggests that visionary leaders act as catalysts, inspiring action and encouraging people to go beyond their perceived limits. Visionary behavior creates a sense of purpose among employees, fostering motivation and resilience even in challenging times.

2. Emotional Intelligence and Empathy

Daniel Goleman's work on emotional intelligence (EI) emphasizes the importance of self-awareness, self-regulation, motivation, empathy, and social skills as key leadership qualities (Goleman, 2004). Emotional intelligence enables leaders to be in tune with their own emotions and the emotions of those they lead, fostering a supportive and understanding environment. Empathetic leaders, in particular, connect with their teams on a personal level, showing that they care about individual well-being, which in turn builds trust and loyalty.

A recent study by Gentry, Weber, and Sadri (2016) highlights that empathy is a significant predictor of leadership effectiveness. Leaders who demonstrate empathy tend to have higher employee satisfaction rates, as they are seen as more approachable and understanding. Empathy also encourages open communication and psychological safety within teams, allowing employees to feel comfortable sharing ideas and concerns (Gentry et al., 2016).

3. Adaptability and Resilience

Adaptability is another critical behavior for effective leadership, especially in today’s fast-paced, ever-changing world. Great leaders are flexible and able to pivot strategies in response to new challenges or opportunities. According to a study by Petrie (2014), adaptable leaders exhibit openness to change and encourage innovation within their teams. Leaders who demonstrate adaptability are better positioned to lead organizations through uncertainty and disruption, as they view change as an opportunity rather than a threat.

Resilience, closely linked with adaptability, is equally important. Resilient leaders show strength in the face of adversity, remaining focused and optimistic while motivating their teams to overcome obstacles. Research by Harland et al. (2005) suggests that resilient leaders are better able to handle stress, which not only benefits their well-being but also sets a positive example for their teams.

4. Accountability and Integrity

Accountability is an essential leadership behavior that fosters trust and credibility. Leaders who hold themselves accountable are more likely to inspire a culture of responsibility and transparency within their organizations. According to Brown and Trevi?o (2006), ethical leaders who exhibit integrity and accountability create environments where ethical standards are upheld, and employees feel confident in their roles. Leaders who take responsibility for their actions, both successes and failures, are respected and seen as authentic by their teams.

Furthermore, a study by Lemoine et al. (2019) found that employees are more likely to emulate accountable behaviors when their leaders demonstrate integrity. This behavior of modeling ethical and accountable actions establishes a foundation of trust, leading to stronger team cohesion and productivity.

5. Empowerment and Delegation

Great leaders recognize the value of empowering their team members by providing them with autonomy and trusting them to take on important tasks. Empowerment not only boosts morale but also fosters a sense of ownership among employees, as they feel valued and capable of making meaningful contributions. A study by Spreitzer (2008) indicates that empowered employees tend to be more engaged, innovative, and committed to their organization’s success.

Effective delegation is also a key behavior for empowering teams. Leaders who delegate tasks strategically allow team members to develop new skills and grow professionally. According to Yukl (2013), effective delegation can improve overall team performance, as it enables leaders to focus on strategic goals while fostering a culture of collaboration and personal development.

6. Effective Communication

Communication is often cited as one of the most crucial leadership skills. Great leaders are adept at both listening and conveying information in a clear, transparent manner. Open communication encourages employees to share their thoughts and ideas, leading to greater innovation and problem-solving capabilities within teams. Research by Men and Stacks (2013) highlights that leaders who communicate transparently and consistently enhance trust and foster a positive workplace environment.

Furthermore, effective communicators are skilled at adapting their communication style to different audiences, which helps avoid misunderstandings and promotes inclusivity. Leaders who master the art of communication can bridge gaps within teams and facilitate smoother collaboration, resulting in higher levels of team efficiency and morale.

7. Focus on Growth and Development

A defining behavior of great leaders is their dedication to the growth and development of their team members. Leaders who prioritize professional development invest in training, mentorship, and opportunities for advancement. According to research by McCauley and Van Velsor (2004), leaders who focus on employee development tend to have more committed and capable teams, as employees feel valued and motivated to achieve their potential.

Development-focused leaders also recognize the importance of lifelong learning, both for themselves and for their teams. They set an example by continually seeking to expand their skills and knowledge, which in turn inspires employees to do the same. This commitment to growth fosters a culture of continuous improvement, which can drive organizational success and innovation.

Conclusion

The behaviors of great leaders go beyond traditional notions of authority and command. Visionary thinking, emotional intelligence, adaptability, accountability, empowerment, effective communication, and a focus on growth are among the most impactful behaviors that define exceptional leaders. These behaviors not only inspire trust and loyalty but also create environments where people feel empowered, motivated, and valued. As organizations continue to navigate increasingly complex and uncertain landscapes, leaders who embody these behaviors will be better equipped to lead with purpose, resilience, and integrity. By studying and emulating these behaviors, emerging leaders can cultivate meaningful and lasting impact within their teams and organizations.

References

• Brown, M. E., & Trevi?o, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
• Collins, J. (2001). Good to Great: Why Some Companies Make the Leap… and Others Don’t. HarperBusiness.
• Gentry, W. A., Weber, T. J., & Sadri, G. (2016). Empathy in the workplace: A tool for effective leadership. Center for Creative Leadership.
• Goleman, D. (2004). Emotional Intelligence and Working with Emotional Intelligence. Bloomsbury Publishing.
• Harland, L., Harrison, W., Jones, J. R., & Reiter-Palmon, R. (2005). Leadership behaviors and subordinate resilience. Journal of Leadership & Organizational Studies, 11(2), 2-14.
• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. John Wiley & Sons.
• Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of moral approaches to leadership: An integrative review of ethical, authentic, and servant leadership. Academy of Management Annals, 13(1), 148-187.
• McCauley, C. D., & Van Velsor, E. (2004). The Center for Creative Leadership Handbook of Leadership Development. Jossey-Bass.
• Men, L. R., & Stacks, D. W. (2013). The impact of leadership communication on employee trust and job satisfaction. Public Relations Review, 39(3), 233-245.
• Petrie, N. (2014). Future trends in leadership development. Center for Creative Leadership.
• Phipps, K. A., & Prieto, L. C. (2017). The influence of personality factors on transformational leadership: Exploring the moderating role of political skill. Journal of Business and Psychology, 26(3), 365-374.
• Spreitzer, G. M. (2008). Taking stock: A review of more than twenty years of research on empowerment at work. Handbook of Organizational Behavior, 10, 54-72.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.