Tag: Leadership Traits

what makes a leader? who is a leader? how do you become a leader?

Character Beats IQ 53-5 in Thrilling Leadership Bowl

OK, it is the middle of November and as the college football season moves towards the playoffs it gets more interesting, so I couldn’t resist the playful title. But there is a real point to this article. It is that leadership is more dependent upon character than it is on cognitive ability (what we know as IQ).

In an article that I wrote recently on the relationship between IQ and leadership, I made the case that intelligence was helpful to being a good leader but was not the most critical factor. Our IQ enables us to see opportunities for growth and to take the steps to develop our leadership, but leadership is built first on a foundation of character and emotional intelligence. Our IQ enables us to use our character and EQ for the greatest effect. But when someone has a strong IQ without the base of character and EQ, that strong IQ can be a detriment to building the types of relationships in which we are able to effectively influence those around us. We are no doubt all familiar with highly intelligent people who can be obnoxious because they are weak in certain character traits and cannot relate to people effectively, therefore rather than building relationship they instead intimidate or disdain those who they do not regard as equals.

In a recent article in HBR by Tomas Chamorro-Premuzic scientific evidence is provided to corroborate this view. The article states that people who have the character traits of being “more adjusted, sociable, ambitious, and curious are much more likely to become leaders. (53% of the variability in leadership emergence is explained by these personality factors.)” Of course, “higher levels of cognitive ability (IQ) also increase an individual’s likelihood to emerge as a leader, though by less than 5%.” The article goes on to describe how positive character traits and strong emotional intelligence enable a leader to be more effective. Much of this HBR article is based on a meta-analysis of correlations between personality or character traits and leadership.

There are those who would argue that an intelligent person can fake it. But people look for authenticity and transparency in leaders before they are willing to trust. And people must first trust before they are ready to accept the influence of a leader.

What is your experience regarding the relative importance of character versus leadership?

Transparency and Trust

Transparency and trust are inextricably linked in leadership – transparency on the part of the leader to warrant trust from the constituent. Trustworthiness is a critical character trait for those that want to lead. People only accept the leadership or influence of those that they trust. Research consistently shows that trust is one of the most highly demanded traits that people expect from a leader. And this is logical; as a matter of self-protection we are not likely to follow someone that we are not sure can be trusted.

character-trust-transparency

Stephen M. R. Covey describes 13 behaviors of leaders that build trust:

  1. Talk Straight
  2. Demonstrate Respect
  3. Create Transparency
  4. Right Wrongs
  5. Show Loyalty
  6. Deliver Results
  7. Get Better
  8. Confront Reality
  9. Clarify Expectation
  10. Practice Accountability
  11. Listen First
  12. Keep Commitments
  13. Extend Trust

The most important behavior, it would seem, is transparency. In a recent article on Leadership and Character I wrote about the inner realm and the outer realm of character, that is, the character within us and the character that is apparent or demonstrated to constituents. People make decisions of trust based on what they see and experience. And if they sense that the inner realm and the outer realm are not congruent, they are not likely to trust.

Some of the components of leadership transparency include:

  • Communication – consistent communications so that constituents do not feel they are in the dark
  • Candor – open communications that includes the good news and the bad
  • Visibility – see and be seen, let them see you operate
  • Consistency – always the same so that they know what to expect, what is real
  • Explain decisions – no pronouncements from on high, show them the thought process
  • Admit mistakes – let them know that you are human and humble
  • Engagement – build relationships that extend beyond the day-to-day tasks

Of course, the assumption is that through transparency we show high quality character that can be trusted, traits such as integrity, passion, vision, etc.

Are you building relationships of trust? Are there other important elements of transparency?

The Structure of Leadership

Effective leadership is built upon strong character, emotional intelligence, cognitive intelligence, and subject-matter expertise. In my workshops and talks on leadership I often use the analogy of the structure of a house where character is the foundation, emotional intelligence (EQ) is the framework, IQ gives leadership its function, and expertise provides leadership with curb appeal.

3D rendering of a house project on top of blueprints, showing different design stages

Character is foundational because people will follow only when they see positive character traits such as integrity, transparency, and vulnerability. EQ is the strength or framework because leadership requires relationships and relationships are the result of EQ behaviors and skills. IQ gives leadership its function, much like a plumbing system or electrical system makes a house work, because IQ lets the leader use character and EQ effectively. Expertise gives leadership its appeal because it lets the leader relate effectively with those that are carrying out the tasks.

In the leadership articles that I write for PolymerOhio Manufacturing Services’ blog, I have a series that describes this “structure” of leadership. The series then describes further each of the four elements – character, emotional intelligence, cognitive intelligence, and subject-matter expertise – and how they build into effective leadership.

Leadership and Humility

While effective leaders are often intelligent and high-functioning, humility is a key character trait of the best leaders. Humility draws in people while arrogance drives them away.

No doubt we have all seen people in leadership positions who had either high IQ or great expertise, but they struggled as leaders because of a weakness in character or emotional intelligence. They struggled to build relationships or gain influence because of their arrogance and pride.

On the other hand, effective leaders demonstrate humility and it shows up in the way that they lead. The Merriam-Webster dictionary defines humility as “the quality or state of not thinking you are better than other people.” Tim Keller’s definition is more descriptive when he says that humility is not thinking less of yourself, it is thinking of yourself less. So effective leaders think of themselves less and think of others more.

Effective leaders are committed to their people, helping them learn and grow, looking for ways to help them develop on the job and as people. And speaking of growth, effective leaders are committed to their own growth, recognizing that they never know it all. Humble leaders readily admit mistakes. In fact, they are quick to distribute credit for positive things and accept blame for negative things. Because they value their people, they are not seeking the limelight but shine it on others.

In his book, “Good Boss, Bad Boss”, Robert Sutton explains, “Wise bosses have the confidence to act on what they know and the humility to doubt their knowledge.” They are ready to admit mistakes and accept input from others. In accepting input, they are quick to demonstrate that they value others and their knowledge and gifts. Humble leaders seek feedback to assure that they are on track.

Humble leaders are able to admit mistakes, accept and admit limitations, and demonstrate vulnerability. They are ready to embrace and promote a spirit of service. People quickly see through and move away from a self-promoting leader.

Effective leaders show their humility by remaining thankful. They are also quick to forgive, a result of thinking of others before themselves.

The effect of a humble leader is a workforce that feels they are valued and empowered. This leads to a more productive, more innovative, and more collaborative team.

If you think that you have this humility thing down pat, you probably don’t. On the other hand, if you are a leader who thinks of others first, acknowledges their wisdom and contributions, are aware of your strengths and weaknesses, can readily admit your failures, and seeks to continually grow, then you might be well along in developing humility.