Research & Practice Brief

Developing Leader Character?

By Dr. Maureen Andrade , WBIL Team Interim Director

Leadership research in the 1930s and 1940s focused on identifying leadership traits (Andrade, 2020). Trait theories were based on the belief that leadership is associated with characteristics such as courage, wisdom, integrity, or intelligence. Nelson Mandela, for example, was known for compassion, empathy, and community building, and Steve Jobs for transformation and vision.??

The goal of trait research was to identify and understand inherent qualities that distinguish effective leaders. It was based on the belief that leaders are born, not made. The conclusion of this research was, however, that leadership effectiveness is not dependent on traits; leaders in one situation or context may not be effective in another. The theory also erroneously suggests that leadership is a fixed quality.?

More recent research, specifically, the Big Five personality model, has identified personality characteristics that predict the likelihood of a person becoming a leader, though once again, not leadership effectiveness (Judge et al., 2002). These personality traits include extroversion, conscientiousness, and openness to experience. This does not exclude people from leadership who do not possess these personality qualities. People with these traits are simply more likely to become leaders.??

Leadership Character Framework??

Another way of thinking about leadership is through the lens of character, which is one of three leadership components, the other two being competencies (knowledge, skills, and experience) and commitment (dedication to hard work and goal achievement) (Seijts et al., 2015). All three are critical to effective leadership.?

Character shapes people’s thinking. It determines their interactions and behaviors. Organizations need to create cultures that not only focus on developing people’s competencies and commitment, but also their character. Behaviors based on character might include compassion, service, and forgiveness (Belcher, 2024). Character is more than ethical behavior (Crossan et al., 2022). It is the basis of good judgment and effective decision making. Leaders are responsible for their own decisions, and ultimately, for those of their employees; they need to influence organizational norms and emphasize the role that character plays in making decisions (Bazerman, 2020). Character can be nurtured and developed.??

The Leader Character Framework consists of 11 dimensions with defining elements (Seijts et al., 2015):??

1. Transcendence (establishing purpose and vision)?
2. Drive (emphasizing goal achievement; embracing risks; overcoming barriers)?
3. Collaboration (building teams; establishing collaboration; recognizing others’ accomplishments)?
4. Humanity (listening and understanding differing perspectives)?
5. Humility (recognizing one’s limitations; responding to feedback)?
6. Integrity (exhibiting honesty and integrity; inspiring trust)?
7. Temperance (regulating one’s emotions; having a balanced perspective)?
8. Justice (treating others with dignity and respect; addressing inequities)?
9. Accountability (taking responsibility for actions; learning from mistakes; striving to improve)?
10. Courage (taking risks; making difficult decisions; setting an example)?
11. Judgment (making well-reasoned decisions; weighing risks and benefits; considering the impact of one’s actions)?

The dimensions are complementary and most advantageous when they are all evident. Leading with character benefits individuals, teams, and organizations. CEOs whose employers rated them highly on character, specifically, integrity, responsibility, forgiveness, and compassion, had average asset returns five times higher than organizations led by those with low scores on character (Harvard Business Review, 2015; Keil, 2015). The “virtuoso CEOs” stood up for what was right, considered the common good, did not dwell on their own or others’ mistakes, and conveyed empathy. The “self-focused” CEOs with low character scores blamed others, punished mistakes, lied, and did not care about others.?

Developing Leader Character?

The Leader Character Framework can guide leaders in their own development and the development of others. Leaders wanting to improve their effectiveness and impact should reflect on their strengths and weaknesses related to the dimensions and determine strategies for improvement. They must engage in honest reflection. In the study referenced earlier, CEOs who received low character scores from their employees rated themselves highly whereas those who received high marks rated themselves lower than did their employees, signifying humility (Harvard Business Review, 2015; Kiel, 2015).??

Leaders should model good character and mentor its development in others. Consider the following ideas to embed character into organizational culture:??

1. Engage in discussions about character, promote reflection among managers and employees; ensure that leadership development programs emphasize not only competencies and commitment but also character (Crossan et al., 2012).?
2. Develop value statements and put them into practice (Crossan et al., 2012). This can be achieved with mentoring and training, and should inform recruitment, hiring, onboarding, and promotion processes.?
3. Assess strengths and weaknesses, reflect on past actions, and be open to change. Embrace feedback and learn from mistakes and poor choices. Self-awareness is key to character growth (Crossan et al., 2012; Kiel, 2015). Consider these reflection questions:?

• What aspects of character resonate with me? Which are challenging??
• Are my choices consistent with my values and those of my organization??
• What habits might be hindering my leadership effectiveness???
• What strategies have succeeded or failed in the past? Am I aware when I’m not embodying desired leader character dimensions??
• What are my blind spots? How can I foster an environment where my? leadership team feels comfortable providing feedback on my performance? How can I create a culture that encourages open dialogue??
• How can I exemplify character to my leadership team and others in the organization? How can I assist them in making daily decisions that reflect organizational values? In what ways can I use feedback, coaching, and role modeling to cultivate character in my organization??

4. Inspire others to improve; create norms that promote inclusivity and collaborative decision-making. Employees frequently make judgment calls that significantly impact the organization.?

5. Be willing to make structural and position changes—move people out of leadership positions as needed in favor of those who model desired values?

Character is not something a person is born with. It needs to be cultivated. Leaders must look inwardly and outwardly to enhance their own character and that of their employees. The outcomes will be increased trust, respect, performance, and returns. Leaders with character are recognized by others for their vision and strategy, focus, accountability and the overall character of their executive teams (Harvard Business Review, 2015; Kiel, 2015).?

References?

Andrade, M. S. (2020). Organizational behavior in practice. 2nd ed. Great River Learning.?

Bazerman, M. H. (2020, Septebmer). A new model for ethical leadership,” HBR.org.?https://hbr.org/2020/09/a-new-model-for-ethical-leadership?

Belcher, D. (2024, February 13). The case for leadership character. Harvard Business Publishing. https://www.harvardbusiness.org/the-case-for-leadership-character/?

Crossan, M. Seijts, G., Gandz, J., & Stephenson, C. (2010). Leadership on trial: A manifesto for leadership development. Ivey Business School. https://ir.lib.uwo.ca/iveypub/44/?

Crossan, M. Seijts, G., Gandz, J., & Stephenson, C. (2012). Developing leadership character. Ivey Business Journal. https://iveybusinessjournal.com/publication/developing-leadership-character/?

Harvard Business Review. (2015, April). Measuring return on character.?https://hbr.org/2015/04/measuring-the-return-on-character?

Judge, T. A., Bono, J. E., Ilies, R. & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765–780.?

Kiel, F., (2015). The real reason leaders and their companies win. Harvard Business Review Press.?

Seijts, G., Gandz, J., Crossan, M, & Reno, M. (2015). Character matters: Character dimensions’ impact on leader performance and outcomes. Organizational Dynamics, 44, 65–74. https://doi.org/10.1016/j.orgdyn.2014.11.008?