Nov 15th 2021

What makes a great business leader?

Great business leaders bring a whole range of outstanding attributes together in order to maximise their potential, day in, day out.

They are usually very experienced in their chosen field, and can make the tough decisions needed to navigate complex organisational landscapes, even when under great pressure.

But it’s not just about personal performance. Standout chiefs have less obvious talents in abundance, and can use them to create a culture that empowers others to reach the top of their game. So, what’s the secret?

For many experts, it’s a question of influence. Joseph Rost, for example, references the importance of the “influential relationship” for leaders and followers, in his book, Leadership for the 21st Century (Praeger, 1993). Similarly, US business consultant, Ken Blanchard, cites influence, as opposed to authority, as the key component of good stewardship.

More broadly, Time’s recent ranking of the 100 most influential people globally is dominated not by sports stars, music idols or even Instagram sensations, but by figureheads such as Michelle Obama and Jacinda Adern.

The transformational approach

Having this kind of sway is not exclusive to icons with glittering charisma. Rather, behavioural theories and leadership perspectives suggest that the necessary attributes can be learnt.

Through a transformational approach, even those who are new to leadership can nurture a positive, can-do mindset in the people around them, and foster the satisfaction needed to keep a company on course for healthy growth.

As hybrid working and digitisation erode traditional, top-down office structures and corporate entities, transformational leadership will become even more critical to industry success, post-pandemic. 

Let’s take a look at some of the transformational behaviours that you can work on to improve your influence and effectiveness as a leader.

  • Reach out

Developing a genuine rapport with your employees is crucial for motivation and will help those you depend on to buy into your management style.

Karen Penny, VP at Western Union, tells Harvard Business Review that “it’s vital to show that you are human”. So, be open and honest about your feelings, as this will promote understanding and build trust.

You could ask current staff what good senior figures have done for them in the past. This will demonstrate that you care, and may yield ideas about how you can go the extra mile.

  • Strike the balance

Never underestimate the power of empathy – an especially vital ingredient in organisations that have a flat operational structure, and where team problem-solving and collaboration define working relationships.

You do not have to become everyone’s best friend, but it is possible to be engaged and concerned while maintaining impartial objectivity as a boss.

  • Stay in touch

It’s so important to keep your workforce in the loop. Regular monthly meetings can be used to review progress, reinforce visions and values, and outline what success looks like for the coming month, quarter or end-of-year.

One-to-ones are a chance to praise individuals personally. Proving that you’re invested in your employees’ progress will bring authentic encouragement, and add credibility to your methodology.

  • Set an outstanding example

Remember that great captains lead from the front, with one eye on others to make sure everyone has the skills and the capacity to get jobs done properly. On the other side of the coin, take opportunities to role your sleeves up alongside your staff; learn with them and show that you are not above any duty.

By demonstrating your grassroots commitment, you can forge solidarity and teach those around you to appreciate the value of the collective effort.

Be the change

Effective transformational leadership begins with self-reflection, so consider what your values are, the messages you need to send out, and whether your behaviours are setting the right tone.

By remaining humble while staying focused on the greater good, you can lead at the highest level and benefit from an organisation in which productivity and people truly thrive.

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