The Abilities of a Leader

In a previous blog article I briefly mentions the four critical abilities of leadership.  I didn't elaborate on those at the time, as it would have been a distraction from the topic, but I've since had a few conversations about it and now have the sense that it would be useful, though a bit tedious, to elaborate.

Specifically, I wrote that.

The ability to lead is more easily measured in the behaviors of a person.  A leader can articulate his goals, define a plan to accomplish them, persuade others to contribute to the effort, and to maintain the morale of his followers over a long period of time.   Anyone who does less may be a boss or a manager, but is not a leader.

The elaboration follows.


The Ability to Articulate Goals

The ability to articulate a goal is critical to a leader because the accomplishment of a goal is the justification for the existence of leadership.   Simply stated, if you have nothing in mind to accomplish, you have no functional need of followers.

The use of the word "functional" may seem a little clumsy, but it is necessary: there are psychological needs that drive a person to seek to be in a position of authority ("authority" rather than "leadership" is another important distinction) - the desire to have a sense of esteem and power motivates many to seek to become leaders when there is no functional purpose in leading others.   This is generally not functional.

The notion of functionality is also critical to a follower's decision to get behind a leader.  And again, there are those who have no sense of purpose and low self-esteem who will readily obey to directions of others without considering whether there is a purpose or benefit to doing so.   But it stands to reason that in most instances the loyalty of a follower to a leader without a clear purpose is weak and temporary.

The term "articulate" is also significant, particularly in established organizations, because a leader does not necessarily invent a goal on his own but may be tasked by an organization to accomplish a goal - which the leader is then handed and expected to articulate to others.

In many instances, a leader derives a specific goal from a more general one - such as considering an organization's mission statement and discovering goals that would be supportive of the accomplishment of that mission.


The Ability for Form a Plan

There are many people who have grand visions of things they wish to accomplish, but no plan for how to go about accomplishing them.  Such men are dreamers, not leaders.

I should also stress that the task of the leader is to "form" a plan - not to "have" one on his own.   In some instances a leader may have a vision and seek the assistance of others in formulating a plan to achieve it - particularly where the leader lacks personal experience or knowledge in areas necessary to accomplishing a plan, it is wise of him to engage others in developing the plan.  This may be seen as leadership in two phases - to lead the team that forms a plan, then to lead another team to execute upon it once the plan has been formulated.

In the absence of a plan, leadership is short-lived: those who follow will feel that their loyalty has been misplaced and will drift off.   Not only with the leader fail in his present goal, but will have a more difficult time finding followers in future.

It can also be argued that an organizational leader may be given a plan, rather than being asked to form one.  This is particularly true of the lowered echelons of leadership.   But even then, my sense is that a leader considers the plan he has been given and exercises some judgment in determining that the goal would most efficiently be achieved by the original plan, or deciding to substitute some other plan to better effect its achievement.


The Ability to Persuade Others 

Once a goal is defined and a plan formulated, a leader must then attract followers whose support is necessary to execute upon the plan.   Otherwise, the goal will not be accomplished.

Cooperation is often taken for granted: that if the objective is attractive and the plan is sound, followers will fall in line.    Sometimes, it even works out exactly thus.   But in most instances, the leader must apply persuasion, to demonstrate that the goal is worthwhile, the plan is sound, and that their participation is both necessary and rewarding.

In commercial organizations, this step is often neglected.  Resources are allocated to a project, in organizations in which people are treated with no more dignity and respect than equipment or raw materials.  The promise of money or the treat of termination are often sufficient for a commercial leader to obtain the help he needs to execute his plan.

But even under those circumstances, persuasion is useful: a person who is bribed or threatened into doing something will not be truly motivated to give his best effort.   He will follow orders to the letter and do no more than necessary to earn the bribe or protect himself from the threat.

Far too many incompetent leaders reply on these methods, which explains why many organizations are minimally efficient in accomplishing their goals.


The Ability to Maintain Morale

The ability to maintain morale is critical through the execution phase of an undertaking.   It is human nature to have a high level of enthusiasm about accomplishing a goal, and then to see that enthusiasm wane.   For that reason, many things are begun that are never finished, or are finished but fail to achieve the outcome that was intended.

For that reason, morale cannot be assumed to be self-sustaining.   When there are delays, when the work turns out to be harder than inspected, when  there arises uncertainty that the plan will achieve the goal, people lose their enthusiasm and apply themselves with less diligence and vigor.

To be successful as a leader means seeing that the goal is accomplished, not merely starting off a process and then hoping that it turns out well without any further effort.   The leader must work to maintain morale throughout the execution phase.


Other Abilities of a Leader

I have given some consideration as to whether this set of four abilities are all that is required for a person to be successful as a leader.   Try as I might, I can't think of any other ability that is strictly necessary, though many skills contribute to these four.

Should I discover a fifth, I'll update this post or add another that references it.