Honesty/Integrity. People who mentioned integrity referred to both business dealings and personal interactions. The words used to frame this concept were honesty, integrity, ethics, fairness, candor, sincerity, trustworthiness, and truthfulness—qualities that bosses must communicate through what they say and do.
Vision. Good leaders should have a vision for the organization, be able to articulate it, and inspire action. Vision was near the top of the list of leadership dimensions mentioned by respondents. It is not enough to be
able to manage projects or people; authentic leadership entails the ability to visualize the future and effectively communicate that vision to others. Those who aspire to lead should take note.
Vision. Good leaders should have a vision for the organization, be able to articulate it, and inspire action. Vision was near the top of the list of leadership dimensions mentioned by respondents. It is not enough to be
able to manage projects or people; authentic leadership entails the ability to visualize the future and effectively communicate that vision to others. Those who aspire to lead should take note.
You can stay in middle management forever without this skill set. You will rise to the top if you
can see the big picture and help others see it too.
can see the big picture and help others see it too.
Listening. This dimension includes several ways in which bosses should listen. They should be approachable and open to suggestions, open-minded, flexible, and willing to listen to everyone’s ideas and feedback. Participants said seeking other points of view and actively listening to what others say are also critical.
Giving Feedback. What people most often mentioned in this category is the importance of giving credit where credit is due, including public praise for a job well done. Also high on the list was offering positive feedback when deserved and valuing employees’ contributions. Feedback is not just a once-a-year process you build into your calendar. Regular, constructive feedback is essential to developing rapport, winning trust, and being seen as an authentic leader.
Emotional Intelligence. Emotional intelligence can be interpreted as the ability to communicate empathy and compassion, treat people well, and relate to them on a human level. Your demeanor counts: having a positive attitude and remaining calm under pressure send important signals through the organization. Emotional intelligence also means obvious passion for the work, a demonstrated commitment to the organization’s success, and appreciation for those who make it happen. Authentic leaders use their emotional intelligence to connect and have genuine professional relationships.
Clarity. Clarity is a major theme here. People focus on your ability to articulate ideas and communicate clearly and convincingly with people at all levels. If the message is unclear, the team will not know how to do
the things leaders ask. Confusion dilutes effort, and desired results are diminished. Without clarity, no one views a leader as authentic.
Emotional Intelligence. Emotional intelligence can be interpreted as the ability to communicate empathy and compassion, treat people well, and relate to them on a human level. Your demeanor counts: having a positive attitude and remaining calm under pressure send important signals through the organization. Emotional intelligence also means obvious passion for the work, a demonstrated commitment to the organization’s success, and appreciation for those who make it happen. Authentic leaders use their emotional intelligence to connect and have genuine professional relationships.
Clarity. Clarity is a major theme here. People focus on your ability to articulate ideas and communicate clearly and convincingly with people at all levels. If the message is unclear, the team will not know how to do
the things leaders ask. Confusion dilutes effort, and desired results are diminished. Without clarity, no one views a leader as authentic.
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