What makes a good workplace leader?

Having a good leader is the foundation that all businesses need, especially when it comes to achieving successful outcomes and bigger profit margins, but what does it take to be a good leader?

We’ve shared some of the most important traits a good leader should possess to help you understand how they can shape the workplace and achieve the outcomes that you are looking for.

Good leaders communicate well

One of the most crucial qualities a leader should possess is strong communication with everyone with whom they come into contact. This means being clear about what they have to say and being honest with the messages they are putting out to all stakeholders, so that everyone can get on board with the ethos and mission of the business.

Communication is not always about what a leader has to say, however; it’s also shown the way they listen to the views of others and use this information to achieve the very best outcomes. It’s this level of communication that can improve productivity by around 25% when used properly. As a result, good communication in great leaders means giving people the opportunity to share thoughts and ideas so that the workplace can be collaborative and open.

Good leaders are motivated

Another key trait of a good leader is their motivation to succeed and motivate others. Think about an office dynamic and you’ll probably imagine rows of desks filled with unhappy people – but this isn’t the reality of a workplace that has a motivated and grateful leader at the helm. Instead, people are supported to develop and celebrated when they achieve because a leader sees the potential of others when they are motivated too.

A motivated workforce is not just good for wellbeing; it’s also great for outcomes, with 70% of employees stating that they will work harder when they feel appreciated and supported by the leader of the organisation. Ultimately, taking the time to appreciate and engage employees could be the difference between success and failure.

Good leaders lead by example

It’s not enough to have a leader that wants the best outcomes without putting themselves out there to achieve them; a good leader needs to be able to show others what it is they should be doing to achieve the goals laid out for them. Demonstrating things such as positive work ethos, attitude and commitment will help the rest of the team understand what is expected of them and how to achieve it. This type of modelling behaviour is the key to ensuring a company reaches and surpasses its objectives.

Good leaders are open to change

Many people wrongly assume that to be a good leader, you need to have all the answers, but this is not true, especially when collaboration is a key component of the company’s ethos. One of the biggest strengths a good leader can demonstrate is the ability to pivot when it is appropriate.

This means listening to other viewpoints during meetings, taking ideas and opinions into consideration and using them all to make an appropriate decision based on the company’s needs.

When you consider that more than 90% of workers admit to daydreaming during meetings, it makes sense for leaders to reinvigorate meeting times by asking for ideas that can then be used to shape the organisation!

Good leaders want the best for their team

Whether it’s picking out the right offices or making decisions about new business strategies, good leaders will always consider what their team needs before making a decision. This doesn’t mean doing everything employees ask for, but more being willing to see all views and ideas before deciding on the route to take.

Many people confuse the idea of leaders with managers, and it is important to note the clear distinction between the two: managers work to direct a team and are usually focused on adhering to hierarchies and standard processes; leaders focus on inspiring their teams and work to create a business that is collaborative and open to new ideas.

When you think about moving a business towards success, a good leader is an essential part of that process.

 

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