A641.1.3.RB - What is Great Leadership

Great leadership is not defined by a simple explanation condensed into a small box because not all leaders and their characteristics will fit inside one small box. Instead, great leadership is inspired by characteristics, actions, behaviors, and skills that drive others to work hard because they feel appreciated, motivated, and confident in their work.

There are two types of leaders that I have worked with over the years that stand out because they worked from opposite ends of the spectrum and their leadership skills had a direct influence and impact on those who worked under them. The resonant leader influenced my life early in my military career and he inspired those around him to work hard, stay motivated, and remain confident in their decisions because one must be sure of their choices, right or wrong, there was always a reason an individual made the choice. On the opposite end, later in life, I came across another individual in a leadership position who did not inspire, motivate, or encourage team members, instead team members were left feeling their choices, decisions, and work did not amount to being enough. Under this leadership, the motivation to work was slowly faded away.

Mourkogiannis (2007) stated that purpose is so powerful because it is founded on deeply held ideas about what is right and what is worthwhile. The individual who I worked for that is an inspiring leader, taught others from his experience as well as listened to those who worked for him; he did not lead with the mindset he knew everything and his subordinates were incompetent. He took the time to hear what others had to say and encouraged his subordinates to work toward their goals, he did not set limits to their abilities and capabilities. Furthermore, (2007) stated that a shared sense of purpose helps build morale, innovation, relationships, leadership, and accountability. This individual shared his purpose with his team members in order to recognize valuable, motivated work ethics to inspire higher standards and influence positive behavior at work.

On the other side, I have worked under another leader who did not motivate, encourage, or inspire team members, instead; he made the individuals who came to him with ideas feel worthless and their ideas would never succeed. The individual would then take the ideas suggested by team members and use them as his own or would not give credit to the individual who suggested the idea. This led to negative feelings from team members and motivation to work hard began to lack. Spitzer (2005) stated that good leaders always take responsibility for failure at whatever level in the organization they occupy. In addition, (2005) went on to say if their initial reaction is “it is someone else’s fault”, especially the fault of their subordinates they need to examine their own motivations and apprehensions and make every effort to reverse this in the future, as well as apologize to those at whom they have pointed their finger. The lack of accountable leadership had an impact on the team and failure to recognize the value of team members had a direct reflection in their attitude, work, and motivation. Unfortunately, the individual did not see a fault with their leadership style and took zero accountability for constant turnover within the team.

Well-rounded or poor leadership will either make or break a team. Those who are in leadership positions must constantly reevaluate their practices, motivation, and personal accountability to others in order to be an effective leader. Spitzer (2005) stated a basic principle of leadership is and will continue to be the buck stops at the top, the highest man on the team is ultimately accountable for all his or her staff and must make sure that the right people are in the right job.

Mourkogiannis, N. (2007). The Starting Point of Great Leadership. Leader to Leader, 2007(44), 26-32.

Spitzer, R. (2005). Leadership failure: A job hazard. Nurse Leader, 3(6), 6.