Leadership Potential: Look for the Right Indicators

Love the article...too often we look for "nice" people we can like...think George Bush, the guy you wanted to have a beer with but as a President? Really? The characteristics Ram identifies are the raw material...then ADD experience, which I believe is the "sauce"..lots of experience, and the true highpotential leader will incorporate those experiences, such as the importance of connection and empathy, in a way that builds his/her emotional quotient that leadership also requires.
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There are managers who deliver the results, but are essentially, evil manipulators, unethical powerbrokers and sadistic human beings . What should the organization value ?...results or ethics ? Do they qualify to be called leaders ?
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After a night's sleep I would like to take up one quality more, that is not emphasized in the article: Honesty and integrity create loyalty and help to connect to people. I would like to add ability to connect with other people on emotional level; empathy, ability to hear other people.
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Fits well with my experience - what kind of leaders I have seen succeeding. I condense this to Aggression, Cognitive skills and Honesty, Lack of Aggression and you will not become a leader. Lack of cognition, and you will fail your company too. Lack of honesty and you will fall short.
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A good article on leadership qualities
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While 5 to6 of them seem ideal and practical, the 'Aggression / Integrity and telling Truth' part are rare to find in many a leader or appreciated/tolerated by many guys at top on hierarchy making wannabe leaders cowards of sorts to choose rather to stay put/play with. This has always been a challenge and a value clash/ethical dilemma. whats the way out 'honestly'!!
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The list is dead on; however, I posses all eight of the traits listed, and my willingness and eagerness to learn caused a concern on the part of management. My leadership skills seems to translate into "I want your job", and while being promoted is a desire, I am not trying to make an uncomfortable position between upper management and myself (middle management). My question is, how do I continue to be assertive, motivate staff, and think outside of the box and not have it come off as a threat to upper management? SSMK
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This stuff is nice and cozy in an office environment. It won't work in heavy industry with beer guzzling grunts ready to rip your face off! They would laugh your tail right out of the boss' office. Pure fantasyland. RAS
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I think everything here is great. But I worry about what's not here. What's not here is any discussion of being willing to confront others about poor performance or behavior. Maybe it's hiding under "aggressiveness," but I don't see it. I also don't see anything on the skills of working with people. Every manager does that every day. If you're going to promote someone, he or she better bring some tools along. My worry about this post is that a person could have everything
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I think everything here is great. But I worry about what's not here. What's not here is any discussion of being willing to confront others about poor performance or behavior. Maybe it's hiding under "aggressiveness," but I don't see it. I also don't see anything on the skills of working with people. Every manager does that every day. If you're going to promote someone, he or she better bring some tools along. My worry about this post is that a person could have everything
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All eight of these attributes are doubtless essential for successful management. Leadership requires one thing above all that doesn't appear on this list: a connection with followers. No connection, no leadership. Many successful CEOs are highly effective managers. Few are genuine leaders, because few seem to appreciate the magic of connection. Thomas J. Lee tom@arceil.com blog: rainbows.typepad.com
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