The success of an enterprise depends to a large extent on who is at the head of it. A qualified manager will help promote the business through the proper organization of the work of his subordinates.

Being a good leader is not easy. A person holding a leadership position must combine various professional and personal qualities.

Leadership qualities that lead to success

The main qualities of a leader are divided into three groups:

1. Professional qualities. This group includes qualities that characterize a person as a competent specialist. These qualities are the basis that allows a person to perform leadership activities. This group includes:

• education, work experience, competence, knowledge of one’s own and related fields of activity;
• related skills: knowledge of foreign languages, ability, computer skills.

In general, this group includes skills and abilities that are usually listed on a resume.

2. Personal qualities of a leader. This group includes the qualities that every employee must have:

• honesty;
• responsibility;
• psychological health;
• balance, ability to control oneself;
• responsiveness, benevolent attitude towards others.
• In addition, this also includes such personal qualities that not everyone has, but which a leader must possess:
• optimistic outlook on life;
• self confidence;
• sociability and desire to communicate;
• stress resistance;
• charisma;
• interest in people;
• organization;
• purposefulness and ambition;
• justice.

3. Business qualities of a leader. These include skills in organizing the labor process, self-organization and managerial qualities of a leader:

• ability to plan your activities, knowledge of time management;
• desire for self-improvement;
• critical perception and ability to rethink situations and the surrounding reality;
• erudition;
• ability to train others;
• openness to everything new, the ability to look for new forms and methods of work;
• skill to work in team;
• the ability to support and ignite people with a new idea;
• the ability to create a work team with a favorable psychological atmosphere for work;
• the ability to manage people, the desire to lead people, to jointly achieve goals;
• the ability to distribute attention and keep tasks of different directions in mind;
• logical and critical thinking;
• initiative;
• efficiency in resolving emerging issues;
• the ability to identify primary goals and objectives;
• desire to succeed at any cost.

5 qualities of an ideal leader

The qualities of an ideal leader will differ depending on which leadership level we are talking about. For example, a lower-level manager must be a good organizer, and a senior manager must be a strategist. In general, we can highlight the following basic qualities of an excellent leader.

Being a true leader is incredibly difficult. And not only because of responsibility, but also because in large teams management is always treated with indignation. In addition, it just so happens that managers do not hesitate to attribute unpleasant traits, for example, excessive self-confidence. Of course, in most cases, management is worthy of respect. No one is born a good boss; to become one you have to go through a thorny path.

Before appointing a person to a leadership position, his candidacy is considered for certain qualities. Management psychology helps to understand what qualities an effective leader should have. First of all, they always look at individual character traits. If these traits coincide with the psychological portrait of a good manager, then the person can count on rapid career growth and the coveted position of a manager.

Key individual traits of a boss

Self-esteem

It is impossible to become a good director if you are not able to control your actions and are not able to evaluate them from the outside. When working with people, you cannot do without critical self-assessment; it is necessary for normal relationships with your subordinates. A leader who has this quality will not demand the impossible from his people, because he understands perfectly well what can be done and what cannot be done.

Ambitiousness

This is one of the key factors that makes a person move forward, making his way to the top of the food chain. All actions of an ambitious employee are aimed at improving their own work. This is precisely what allows him to stand out favorably and receive an enviable promotion. Ambition is extremely important in private business. If a person does not have it, then he is unlikely to advance further and will remain the owner of a couple of small shops or cafes.

Persistence and determination

If a person is afraid of making a mistake, susceptible to the opinions of other people, he is unlikely to be successful. Of course, it’s stupid to argue, we are all human and we all have our own fears and thoughts about possible mistakes. But you don’t need to give vent to your fear either. A good boss is also afraid, but despite this he still moves forward and achieves his goal.

Patience and self-control

A leader who is unable to control his emotions and loses control after the first failure, or lashes out at his subordinates, will never gain respect. Any boss is respected for his calm and self-control. You must lead your team by example and inspire them to new work feats.

Responsibility

A true leader understands that he is responsible not only for himself, but also for all his subordinates. You cannot distance yourself from the team, otherwise you will not be able to manage it effectively. If people feel that their boss is distant from them, then they will work carelessly, and this will negatively affect productivity.

Demandingness

All subordinates must clearly and quickly complete the assigned task. If you allow them to work, as mentioned above, carelessly, then you can forget about efficiency and discipline. Every boss must remember that he is also responsible for discipline in the team. In order for all instructions to be carried out efficiently and in a short time, orders must be given without shouting, and all subordinates must be treated fairly. Screaming, threatening, raising your voice are the wrong tactics.

Equality

It's no secret that different people treat their employees differently. But we must not forget that people do not like it when one person is singled out. Don't play favorites; all subordinates should be treated equally.

Sense of tact and mutual respect

In a large company, any employee has the right to expect respectful treatment, even if it is a night security guard. There is no need to belittle people; on the contrary, help and support them, then you will definitely win their love. All psychologists assure that a good boss will not forget to ask about the well-being of his subordinates, empathizes with their grief or loss, etc. An ideal leader is always perceived by his subordinates as not a stranger, which has a beneficial effect on the quality of work.

Personal professional qualities

The success of the organization directly depends on the knowledge and skills of the boss. Therefore, the manager must meet the following requirements:

Advanced knowledge

Any leader, like the captain of a ship, must know the answers to all questions and be a role model. Also, do not forget about such qualities as: the desire to move forward, self-education and comprehensive development, the skill of identifying and quickly solving problems, the ability to listen to others.

Organizational skills

The skill of organizing work is one of the main skills for an effective leader. After all, coordinated work of subordinates is the key to the success of any business.

Fast decision making

A leader must immediately resolve critical situations and be able to calculate everything several moves ahead. It often happens that delay is like death, because the boss is responsible not only for material and production values, but first of all for his subordinates. Therefore, you need to clearly understand what to do in critical cases.

Business qualities

The business qualities of a manager should not be discounted. The key features are:

• Full responsibility for decisions made. Simply put, the manager himself must make important decisions, and not entrust this to his deputies;
• Regularly develop yourself and monitor the development of the skills of your subordinates. The leader must find new options that will help increase the efficiency of the work process. It doesn’t matter what field the company operates in, if you forget about constant movement forward and the use of modern technologies, then you can forget about success.
• The ability to adapt to modern trends and the ability to change the field of activity if the company has not succeeded in this area.
• The ability to choose management methods that suit the assembled team. After all, achieving your goal is not always possible. Therefore, set only realistic and feasible goals for your subordinates.

Various conflict situations regularly occur in the team, so the boss must act as a kind of “father of the family”, be able to encourage and punish. Just don’t forget about justice. Sometimes, a leader has to become a general on the battlefield and make difficult decisions to get out of the current situation. But do not forget that you yourself are responsible for all decisions made. Sometimes you need to be able to become a friend in order to support your colleagues. Just don’t forget that you are the boss, which means the company’s interests come before yours.

If you have most of the above qualities, rest assured that you will soon be promoted up the career ladder. And if not, then try to develop them, starting with your own ambitions. Moreover, there are now a variety of trainings that help people develop certain qualities.

What leadership skills are of greatest interest to companies? What has changed about this set over the past decade and what will change in the next? To find out, I surveyed employees at five of the world's most prominent executive recruiting firms in 2010. Experienced HR consultants interview hundreds, if not thousands, of applicants, evaluate their leadership skills, track their clients' careers over the years, and often help them move on to other and third jobs. They also observe how these executives negotiate, what contract clauses are most important to them, and why they decide to change companies (read about the priorities that top managers focus on in the April issue of HBR, “Executive: The Person and the Function”).

As a result, it was possible to identify seven skills or character traits that are most valued by companies:

1. Leadership skills. This quality is considered absolutely essential for all senior managers, not just the CEO. One HR professional described the search for a head of information services this way: “In the past, technical knowledge would have come first, but now there is more emphasis on leadership skills than on technical ones.” What kind of leadership is required - experts differed on this issue, some called “inspirational leadership”, some “non-authoritarian leadership corresponding to modern leadership talents”, “responsible” leadership, “leadership as a combination of sincerity, respect for others and the ability to build trust in a team” , there was also a “strategic leadership” option. Ethical leadership was mentioned. Some experts noted that the type of leadership is determined by the needs of a particular company. “If a company is growing rapidly, exploring new horizons or strategies, it needs a visionary leader,” answered one respondent. Another elaborated: “Responsible leadership is the ability to take an organization as a whole or some function of it to new heights.” Predictions were also made: for example, that in 2020, companies will be looking for “the same [same qualities as in 2010] and will even more value the “indelible” qualities of a leader and the experience of saving a business in difficult times.”
2. Strategic thinking and leadership.“Strategic foresight,” the ability to think strategically and globally, was often mentioned. One consultant emphasized the ability to “set strategic direction,” while another identified strategic thinking with “integrated leadership.” It was also emphasized that strategic thinking also involves the ability to realize a vision or dream (one respondent called this quality “executive savvy”; another called it “a high standard of work”). One HR specialist recalled that strategic thinking is a relatively new requirement for senior managers, and another confirmed that interest in this quality has flared up relatively recently: in the last decade, in 2000-2010.
3. Technical and technological skills. The third most sought-after quality for senior executives is technical skills, especially thorough knowledge of their specific area of ​​expertise - such as legal, finance or IT. In particular, respondents highlighted technical and technological literacy. “A top manager needs to understand the role technology plays in their organization and how to use it,” one specialist said. Others insisted on financial knowledge and skills that were “industry specific.” Contrary to popular belief, the importance of many technical skills is not declining, but rather increasing.
4. Ability to build relationships and create a team. Many consultants look for qualities in applicants that contribute to organizing an ideal team: the ability to not only gather, but also lead people so that the team works harmoniously. “A world-class leader must assemble a team of exceptional leadership qualities and lead it further. No one wins alone,” warned one of the respondents, while another added that a modern leader should “focus not on his own interests, but on the development of the team.” “Bosses are no longer sitting in offices,” said one consultant; they must become “team-oriented, constantly multitasking, leading without rank or credentials, handling pressure, making sure subordinates don’t burn out, all while a big smile on the face, in a common office open to everyone.” Another respondent described the modern company as a whole as a well-coordinated team, and called the main responsibility of the manager “to lead and develop its team, starting from senior management and ending with the “rank and file.”
5. Ability to present yourself and communicate. All experts agreed that the ideal leader must have the gift of persuasion and the ability to present himself and his ideas: “the intellectual ability to communicate with the widest range of stakeholders,” as one of my interlocutors put it. The task is not easy, because now there are many more interested people than before. Convincing a variety of audiences, both informed and uninformed, inside and outside the company, friendly and skeptical, requires considerable flexibility of mind and style. Some experts said the best applicant should be willing to serve on a board of directors, while others emphasized the ability to “influence business development and front-end operations” or add “value to the organization” itself. Senior managers must also maintain good relationships outside the company. “The ability to present yourself has become the key to success,” says one of the respondents, “and in the future its importance will only increase, since the media, government agencies, employees, shareholders, and legislators are interested in the life of big business.” There was also a warning that leaders will have to “perform in front of a stubborn audience.” Finally, senior managers must be receptive to new information and able to analyze it.
6. Change management. There is increasing demand for the ability to manage change, a quality that until recently was not recognized or valued as such. HR professionals noted that they are increasingly being tasked with finding a candidate who would be an “engine for change,” who could implement “transformation or reform,” and who would unite the team for “decisive change.” One thoughtful consultant said that “change management,” as applied to this role, usually refers not so much to the willingness to undertake sweeping, company-wide transformations, but rather to the ability to constantly live in a state of flux and transition. “A leader must be an agent of change,” he explained. “He must be committed to continuous improvement, constant networking, establishing processes and systems, improving commercial relationships, increasing market share, and developing leadership.” Another consultant suggested that a company looking for a change maker often prefers an outsider because he or she will “bring new skills and a new perspective that will create significant positive change and growth.”
7. Honesty. Of course, honesty is not a special skill, but the reputation of a person who always follows ethical standards is valued very, very highly, according to the experts we interviewed. One even said that what was required was “ethics beyond question.” Another recalled that previously there was no emphasis on this, but now the issue of reputation has come to the fore”: “Personal integrity, adherence to ethical standards ... have become much more important, because information has begun to spread much faster.” Another comment: “Organizations test the “suitability” of candidates for leadership positions from the point of view of investors, legislators and government agencies.”

We also asked recruiters what they think has changed in this range of executive skills and what changes they foresee. In the responses, a global approach and experience of international work came to the fore. Another interesting observation: the cult of stars is a thing of the past. Now it is more important to be a team player, to play with others - and over time this will be given more and more importance. Team skills and change management tied for second place among leadership qualities valued today but neglected a decade ago. One consultant illustrated his point with a real-life example: “I was recently tasked with recruiting a manager for a branch of an international company. The previous one was fired because he was considered too authoritarian and did not provide his team with opportunities to grow. Managers complained to management and a replacement was decided.”

Many consultants say that technical skills, once sought after in the first place, are still important, but have become just a starting requirement that has become standard: as the arsenal of skills required by a manager has expanded, the scope of mandatory requirements and wishes has expanded accordingly. But a manager who neglects technical knowledge hardly has a chance to get ahead: in a rapidly changing global economy, outdated information leads to incorrect strategic decisions and a waste of resources.

What skills do you think are important for leaders now and what skills will they need in 2020? How are you preparing to be the best candidate for a leadership position ten years from now?

Methodology

In search of answers to these questions, we interviewed several dozen employees from the world's five largest recruiting agencies. 57% of the group were men and 43% women. They were involved in various market sectors, including: industrial (28%), finance (19%), consumer products (13%), technology (11%), corporate governance (6%), organizational practice (6%), education and social programs (4%), biology and medicine (4%). These consultants worked in 19 countries in all regions of the world, including North America (34%), Europe (28%), Asia (26% including India), Australia and New Zealand (6%), Africa (4% ) and in South America (2%).

Who are you: a performer or a leader? The site told the portal what qualities are important for the success of a leader Svetlana Nefedova, consultant to an international personnel holding company.

It is no secret that in companies, employees are divided into two categories: those who make decisions and manage all business processes, and those who implement these changes. The former are called leaders, and the latter - executors. This article will discuss what personal and business qualities a leader must have in order to direct the company to growth and prosperity.

Leadership qualities are the same for both corporate executives and small department heads. This is what helps you cope with assigned tasks, successfully build a career and relationships with others.

The main components of a successful leader are three categories of qualities:

Personal (psychological) qualities - with the help of them they gain respect and authority among subordinates and superior colleagues;

Business qualities - the ability to organize work and distribute responsibilities, leadership, communication skills, the ability to persuade, initiative and self-control;

Professional qualities are a good specialized education, erudition, competence in one’s profession, high learning ability, as well as the ability to plan one’s work.

Let's consider the main personal and business qualities of a leader. I would like to emphasize that the points listed below are more applicable to managers in international companies with a well-organized business management system, clear goals and standards.

1. Systems thinking is the basis of the personal qualities of a leader. In the process of practical activity, it is necessary to be able to think - to identify in advance possible difficulties and ways to overcome them. The skill of systems thinking helps to cover all aspects of the matter and influencing factors.

2. Ability to make decisions. Leaders face a myriad of challenges every day, and they must do so based not only on their understanding of the situation, but also on their personal values ​​and principles. If personal values ​​are not clear to the leader and others, they will be perceived in a distorted form.

As a result, the effectiveness of making and implementing management decisions will decrease. A leader who is unable to define his goals cannot achieve success in management activities and is limited by this vagueness.

3. Creative thinking. The ability to think outside the box, combining the benefits of accumulated experience with original, innovative management methods. The skill of developing non-standard management decisions is required in conditions where alternative courses of action are unclear or questionable.

4. Result-oriented. A successful leader quickly reacts to changes in the situation, independently makes effective decisions under time pressure, consistently and purposefully achieves his goal, separating the important from the unimportant, without drowning in routine.

5. Ability for self-analysis, a sober assessment of one’s actions, the ability to make maximum use of the positive experience of others. A person must understand the role of a leader in an organization and be able to see the impact he has on the organization.

6. Communication skills. An effective leader builds a communication system in the organization, receives reliable information and evaluates it effectively. Any manager spends a significant part of his working time on communication. Therefore, an important professional quality for him is the ability to carry out business communications with people, regardless of his own emotional assessments.

He must control his behavior - a negative attitude towards someone cannot influence the nature of the business relationship with him, and a positive attitude towards an employee works as an additional incentive to increase activity.

7. Leadership. The manager encourages employees to participate in discussing problems and is able to abandon his point of view if it is proven that it is not effective. Expresses only constructive criticism to subordinates, trying to help them show themselves better professionally.

Provides them with as much freedom as possible for official actions, while allowing compromises, but without being unprincipled. A competent leader inspires affection.

8. Stress resistance. A modern leader must have a high resistance to frustration and be somewhat cold-blooded. Those who do not know how to manage themselves, deal with conflicts and stress, and use their time, energy and skills effectively are limited by this inability and cannot manage other people.

9. Constant self-development. Professionalism is a self-increasing value. The leader is called upon to be an example of increasing the level of his theoretical knowledge and practical skills, and general cultural growth. It is extremely important to systematically demonstrate to them good mastery of the technology of intellectual self-expression when developing management decisions.

10. Responsibility for your actions and delegation. In other words, the leader sets an example for others. The standards used to evaluate the quality of work should be the same for everyone. The leader shares with his subordinates both the joy of victory and the bitterness of defeat.