Leader Traits Followers Admire Most

Kouzes and Posner (2002) noted the top four leader characteristics in both the 1987 and 1995 surveys described in the “The Leadership Challenge” are (1995 order): (1) honesty, (2) forward-looking, (3) inspiring, and (4) competent. These characteristics are not necessarily those characteristics that would be admired in an actual leadership situation, but the list of top attributes gives us some insights into how followers think. The order of the characteristics is slightly different in the 1995 and 1987 lists, which could represent a change in attitude toward leadership.

Rank 1987 1995
1. Honesty Honesty
2. Competent Forward-Looking
3. Forward-Looking Inspiring
4. Inspiring Competent

Honesty

Honesty was listed as the top leader characteristic in both versions (i.e., 1987 and 1995) of the report. Honesty is a fundamental leadership attribute. If followers cannot trust what the leader tells them, then it is unlikely that a relationship can continue for very long. Kouzes and Posner (2002) reported that nearly ninety percent of the respondents reported honesty in leaders is very important. (I had the opportunity to conduct a survey a few years ago concerning what attributes venture capitalists look for in entrepreneurs and the percentage who look for honesty was over eighty percent but still not as high as was expected.) It is surprising that the expectation of honesty is not closer to one hundred percent. Kouzes and Posner (2002) make an excellent point about constituents looking at the leader’s behavior for clues about whether it is consistent with public verbiage. In essence, leaders model honesty for followers.

Forward-Looking

The ability to be forward-looking or visionary in planning for and communications with the organization is another very important leadership characteristic. The characteristic has increased in importance over the years. This term might overlap in some respondents’ minds with traits such as broadminded, independent and imaginative. Regardless of the exact definition of the term, employees or any constituents are looking for leaders that have a “sense of direction and a concern for the future of the organization” (Kouzes and Posner, 2002, p. 23).

Inspiring

The ability to be inspiring was listed as the third most important characteristic in the 1995 survey and the fourth most important characteristic in the 1987 survey. The ability to be inspiring or show passion toward an organizational goal is very important. Kouzes and Posner (2002) make an excellent point about constituents who want more than a job, but instead want to feel, in essence, that they are part of a game. Frankly, many leaders are not particularly adept at whipping up enthusiasm for the mission of the company and this is why many employees are just there to collect paychecks. While it is true that there are many mundane jobs out there to be performed, the final goal being strived for by those performing those jobs is definitely worthwhile. Competence was listed as one of the most important leadership characteristics. What is interesting is the shift in importance of this attribute from 1987 to 1995.

Compentence

Competence has become less important than the abilities to be forward-looking and inspiring. This change seems to be counter-intuitive. Do constituents really want leaders who are less competent? My view is no. Given an appropriate level of competence leaders are expected to provide more of other leadership characteristics – Competence is just expected and non-negotiable. The question regarding competence is exactly what was competence, as the respondents understood it. Kouzes and Posner (2002) drove the point home that value added competence in leadership is important and that general management ability separated from competence in a discipline is not so widely sought after in today’s job marketplace.

Leader Context

The importance or unimportance of leader characteristics depends on the situation. Leader characteristics of honesty, forward-looking, inspiring and competent are universal in business, but leaders in other contexts may be called upon to exude other qualities. For example, a military leader may be called upon to be more courageous than forward-looking. Being ambitious might also be an important leader characteristic, depending on the leader situation. Moreover, the leadership characteristics that people say they admire are attitudes that the researchers have measured, which could be different from following behaviors that could be observed.

Reference

Kouzes, J.M., & Posner, B.Z. (2002). The leadership challenge (3rd ed.). San Francisco, CA: Jossey-Bass.