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Servant Leadership: Quotes and Definition

of the Model
Posted November 14, 2013 by Eric Gill in Organizational Leadership Updated November 13,
2014

ORGANIZATIONAL LEADERSHIP Updated November 13, 2014

What is servant leadership?
There are many kinds of leaders, but when it comes to describing servant leadership there are
really only two: those who serve themselves and those who serve others. Servant leaders put
the needs of customers, employee and communities first.
Servant leaders put the needs of customers,
employees and communities first.
CLICK TO TWEET

In the broadest sense, servant leadership is about serving others. In economic parlance, it’s
about leveraging assets to yield worthwhile change. Whether it’s a small private business or a
large public entity, servant leadership is about transforming an organization into a successful
enterprise by inspiring people to excel.

Whether you aspire to become a servant leader or you’re seeking an environment where
service to others is foremost on the minds of the people you choose to follow, now is the time
to embrace the principles of servant leadership. Read on to learn more:

 What is today’s definition of a servant leader?

 What is the history of servant leadership?
 What is the difference between servant leaders and self-serving leaders?
 How do servant leaders differ from traditional leaders?
 How have servant leadership models changed over the years?
 Servant leadership quotes and famous servant leaders
 Servant leadership in the 21st century

Servant leadership definition

Servant leadership begins with a vision. Today’s servant leaders see the big picture. They
identify complex problems early and are able to implement workable solutions in a timely
fashion by planning ahead. Servant leaders are optimists with empathy for people. They lead
through service. To invoke the words of American author Garrison Keillor, they “do good
works.”

From initial project-planning stages to final implementation, servant leaders think about how
they can best serve others.
The objective of serving others encapsulates every facet of society – from establishing
endearing homes and healthy communities to building prosperous businesses and worthwhile
public entities.

Servant leadership addresses the responsibilities and relationships between parents and
children, educators and students, employees and customers, investors and shareholders. It
entails placing the needs of others at the forefront of every organization, institution, business,
agency, department and group. From initial project-planning stages to final implementation,
servant leaders think about how they can best serve others.

In contrast, selfish leaders think about how others can best serve them.

What kind of leader serves others?

Simply: Servant leaders put others first.

“It begins with the natural feeling that one wants to serve, to serve first.” — Robert Greenleaf

Constructive: Servant leaders are constructive, self-actualizing, transformative types. To

borrow a nautical concept, they can turn large ships around. Because they are visionaries –
perhaps in spite of their lofty ideals – servant leaders are mindful of what it takes to change
direction, chart a different course, and navigate unexplored waters.

Persistent: Servant leaders typically have overcome substantial obstacles in their own lives –
often at a young age. Consequently, they possess the determination to meet demanding
challenges throughout their careers. This characteristic inspires others to follow them. Whether
they’ve overcome physical handicaps, financial setbacks or life-threatening illnesses, servant
leaders turn adversity into wisdom and use it to motivate others to perform above their own
perceived capabilities.

Motivating: Servant leaders surround themselves with good people and then motivate them to
achieve greatness. Because servant leaders often have extremely ambitious plans, they are
good delegators. Simply put: servant leaders don’t build dams, canals and bridges—they get
them built.

As we briefly examine the origins of servant leadership, it’s important to recognize that “service
to others” is the responsibility of every beneficiary in a prosperous society.
Servant leadership history
Many ancient philosophies and influential religions reflect the spirit of what we now call servant
leadership. However, Robert Greenleaf is credited with coining the phrase “the servant as
leader” and explaining it in detail through his writing. According to his earliest descriptions, a
servant leader realizes, “My success comes from your success.”

Robert K. Greenleaf

Contemporary servant leadership began officially as a theory with an essay, “The Servant as
Leader,” initially published by Greenleaf in 1970. As he described the process, “It begins with the
natural feeling that one wants to serve, to serve first. Then conscious choice brings one to
aspire to lead.”

Greenleaf grew up in Indiana during the years leading up to WWI. From the Roaring Twenties
and the Stock Market Crash of 1929 through the Great Depression, he witnessed both ends of
the leadership spectrum in America — from the frenzied focus on acquiring short-term private
wealth to building a long-lasting public infrastructure across the United States. Greenleaf spent
nearly four decades as director of management development at AT&T, where he played a
central role in launching the company’s groundbreaking vocational situational judgment testing
program for executives.

When he retired in 1964, Greenleaf was considered one of the nation’s leading experts on
corporate leadership development. “I concluded that we in this country were in a leadership
crisis and that I should do what I could about it,” he wrote in the preface to his 1970 essay.
Servant leadership theory
Servant leaders exhibit intuition that enables them to identify society’s ills and begin
implementing solutions to problems long before most people even recognize the perils lurking
below the surface.

When tackling society’s most enormous challenges – such as poverty, crime, mental health,
disease and public education – well-intentioned leaders have a tendency to launch ambitious
programs and build large institutions designed to hide rather than help the people most in
need of attention or reform. These include wayward children and struggling parents, the elderly
and infirm, the emotionally disturbed and incarcerated.

Productive leaders solve problems; they don’t hide

them. Servant leaders transform societies.
CLICK TO TWEET

The determination to allocate enormous sums of money to solve complex problems involving
tens of millions of people who require empathy, education and opportunities for advancement
is not necessarily a reflection of great servant leadership. There are plenty of selfish people who
have become enormously wealthy portending to help others through innovative programs that
leverage spending without lifting people up. Productive leaders solve problems; they don’t hide
them. Servant leaders transform societies.

What is a transformative society?

In leadership terms, a transformative society is one in which the needs of the least privileged
citizens, including the afflicted and the downtrodden, are placed in the highest regard by
leaders. Countries have repeatedly witnessed such transformations in recent modern history,
usually after major wars and economic calamities.
James MacGregor Burns is credited with espousing the benefits of transformational leadership.
A Massachusetts native and Pulitzer prize-winning presidential historian with a Ph.D. in political
science from Harvard, Burns grew up during the Great Depression. He served in the U.S. Army
during WWII and spent a lifetime studying the leadership traits of several American presidents.

Distinguishing between transformational and transactional leaders, Burns looked beyond the
traditional “pork-barrel” trading of votes and the exchange of political favors in Washington D.C.
for monetary gains “back home.” Whereas transactional politicians focus on building
relationships with influential constituents and powerful groups within their districts and states,
transformational leadership is centered on the politician’s core principles, values and shared
beliefs with like-minded citizens — voters.

In a transformative society, the majority of citizens find self-fulfillment by taking care of one
another’s holistic needs. They are concerned with “teaching people how to fish,” with building
autonomy among individuals and creating prosperity for future generations through lasting
change.

Servant leadership traits

Each leadership style has unique attributes. For servant leadership, these elements include the
capability to transform an organization. This entails inspiring stakeholders, empowering
employees, establishing foundational changes, and motivating people throughout an
organization to want to be of service to others.

“Servant-leaders differ from other persons of good will,” Greenleaf concluded, “because they act
on what they believe.” He identified vision, influence, credibility, trust and service as important
leadership qualities, along with the following 10 characteristics, which are critical to the success
of a servant leader.

Characteristics of servant leaders:

1. Listening
2. Empathy
3. Building community
4. Healing
5. Awareness
6. Commitment to people
7. Foresight
8. Persuasion
9. Stewardship
10. Conceptualization

Listening leads the list because it is a crucial yet frequently absent trait in natural leaders who
are self-oriented rather than devoted to service. “A true natural servant automatically responds
to any problem by listening first,” Greenleaf wrote. “True listening builds strength in other
people.”

The Robert K. Greenleaf Center for Servant Leadership points to Ann McGee-Cooper and Duane
Trammell as contemporary experts who expand on the theme of inspiring others. The authors
of “Focus on Leadership” conclude that servant leaders exhibit these five practices:

 Listening without judgment

 Being authentic, open and accountable
 Building community and showing appreciation
 Sharing power
 Developing people
These principles are consistent with other specialized styles such as transformational and
situational leadership. It’s clear from the work of McGee-Cooper, Trammell and their
contemporaries that the initial concept of servant leadership has produced a lasting impact on
how “authority” and “empowerment” are viewed within modern management circles.

Leadership scenarios that present opportunities to serve others—from employees and

customers to local communities and nonprofit organizations—must be identified early in order
to be effective. To that end, today’s servant leadership advocates are educating others about
the need for new kinds of leadership models.

Servant leadership models in the professional and educational

settings
Modern leadership models reflect the reality that leaders need to explore more than one
solution for the complex problems they will face throughout their careers. Students of servant
leadership soon learn that what works well in one scenario will not always be effective in
another.

Each business and organizational situation is different because people and circumstances are
constantly changing. In contemporary definitions of servant leadership, the emphasis on
“serving” expands beyond employees to include customers, investors and all stakeholders in an
organization.

Institutions as servant leaders

During the past several decades, numerous leadership experts have developed new models
and theories to explain what works and what doesn’t. Meanwhile, the workplace environment
within organizations has transformed into a less-isolated, more social-oriented climate. These
changes, combined with an increasingly mobile workforce of employees who no longer stay at
one company throughout their entire careers, have reinforced the concept of institutions and
organizations as servant leaders.

Organizations exist to serve. Period. Leaders live to

serve. Period. — Tom Peters
CLICK TO TWEET
In today’s popular lexicon of “legacy planning,” it is imperative for leaders to develop a universal
mindset throughout their organizations that encourages servant leadership thinking and
fosters programs oriented toward empowering others — from local communities to global
customers.

“Organizations exist to serve. Period,” says Tom Peters, co-author of the best-selling book, “In
Search of Excellence: Lessons from America’s Best-Run Companies.”

A native of Maryland who earned his undergraduate degree in civil engineering from Cornell
University, Peters also has a Ph.D. from Stanford University. Considered one of the world’s
foremost inspirational-management experts, Peters’ now-legendary business principles are
geared toward the idea that individuals and organizations need to act in tandem as servant
leaders.

“Leaders live to serve. Period,” says Peters.

Servant leadership model in education

Charles E. Schlimpert, president of Concordia University – Portland, puts the concept in
perspective while explaining Concordia Online Education’s emphasis on servant leadership. “We
stress the critical importance of servant and ethical leadership, organizational change through
constant innovation, global awareness, critical thinking, financial modeling and project
management. Our mission of preparing leaders for the transformation of society is something
we truly take to heart.”

Concordia University, Nebraska echoes this theme: “Concordia’s alumni family now numbers
more than 20,000 throughout the country and across the globe,” the university espouses.
“These servant leaders have touched the lives of thousands in their classrooms, offices,
businesses, congregations and communities.”

Distinguished Concordia College–New York alumnus, Rev. Donald K. Muchow, rear admiral U.S.
Navy, Ret., recalls several mentors who distilled in him the importance of building character
through self-improvement while recognizing the diverse cultures and faiths of everyone. “It is
clear to me there are essential elements of leadership that distinguish successful and effective
chaplains,” Muchow told the Concordia New Yorker magazine. “Above all, a chaplain must have
a servant heart. Others have to come first… To be a good leader, you need to be a good servant
and follower first.”

An inverted hierarchy for servant leaders

One way to view institutional servant leadership is through, what ServiceMaster CEO William C.
Pollard frequently referred to as an “inverted pyramid.” From Pollard’s perspective, effective
organizations place individual employees at the top of the hierarchy. A more precise
description places customers at the tip of the pyramid, followed by employees, managers, and
executives.

Ken Blanchard, one of today’s most devoted supporters of servant leadership, observes, “The
key to successful leadership today is influence, not authority.”

Ultimately, it is extremely difficult for today’s servant leaders to succeed unless the
organizations under their tutelage are equally devoted to serving others. This includes trustees
as well as employees. Organizations need managers who implement the day-to-day roles as
well as leaders who take a broad view and oversee those tasked while carrying out daily duties.

With this framework in mind, the concept of institutional servant leadership has been
embraced by forward-thinking executives and trustees and adopted by a growing number of
companies.

Companies with servant leadership traits:

 Starbucks
 ServiceMaster
 Whole Foods
 Herman Miller
 UPS
 Southwest Airlines
 eBay
 GE
 JetBlue

Servant leadership quotes from famous servant leaders

Some of the best-known altruistic leaders throughout society provided exceptional examples of
servant leadership before it became a business model. Here are five servant leaders who are
frequently viewed in terms of how they transformed others, including organizations and entire
nations. Through their accomplishments, they empowered others and created lasting change.
Each of them embodied their own version of a servant leader. Here are their own words about
serving others:

 Max De Pree: “The first responsibility of a leader is to define reality. The last is to say
thank you. In between, the leader is a servant.”
 Dr. Albert Schweitzer: “I don’t know what your destiny will be, but one thing I do know:
the only ones among you who will be really happy are those who have sought and found
how to serve.”
 Dr. Martin Luther King Jr.: “Everybody can be great, because everybody can serve.”
 Nelson Mandela: “I stand here before you not as a prophet, but as a humble servant of
you, the people.”
 Mahatma Gandhi: “The best way to find yourself is to lose yourself in the service of
others.”
 Mother Teresa: “The miracle is not that we do this work, but that we are happy to do it.”

In modern business texts, Max De Pree of Herman Miller (“Leadership is an Art”) and Pollard of
ServiceMaster (“The Soul of the Firm”) provide a detailed accounting of servant leadership and
its lasting value in commerce. Here are some additional observations about servant leadership
and managing change:

 William C. Pollard: “Without change there is no innovation, creativity, or incentive for

improvement. Those who initiate change will have a better opportunity to manage the
change that is inevitable.”
 Ken Blanchard: “Servant leadership is key to surviving and thriving in the 21st century.”
 Margaret Wheatley: “We need to move from the leader as hero, to the leader as host.”
 Jack Welch: “Before you are a leader, success is all about growing yourself. When you
become a leader, success is all about growing others.”
 Stephen Covey: “It has generally been my experience that the very top people of truly
great organizations are servant-leaders.”
 M. Scott Peck: “Servant-leadership is more than a concept, it is a fact. Any great leader,
by which I also mean an ethical leader of any group, will see herself or himself as a servant
of that group and will act accordingly.”
  Larry C. Spears: “As many small trickles of water feed the mightiest of rivers, the
growing number of individuals and organizations practicing servant-leadership has
increased into a torrent, one that carries with it a deep current of meaning and passion.”
 Ann McGee-Cooper: “The true heroes of the new millennium will be servant leaders,
quietly working out of the spotlight to transform our world.”
 John Donahoe: “A good leader cares enough to give his or her best people feedback….
And that’s how I’d describe my leadership: servant leadership…. I’ve always been trained
with the inverted pyramid, where the customer is on top.”
 Howard Schultz: “Business at its best is not about just making a profit. It is about
achieving the fragile balance between the fiscal responsibility that we have to our
shareholders and our constituencies as well as our commitment to benevolence and to
the people in the communities that we represent.”

Servant leadership in the 21st century

Advances in digital communication and social media networking, combined with the realities of
global trade and expanding populations are bringing people closer together while they
simultaneously compete for limited resources. Effective leadership training and technology
advancements will not solve global problems overnight, but they can help individuals acquire
affordable specialized career skills they need to thrive in a rapidly changing business climate.

“Give people resources, give them a sense of direction, give them a sense of their own power and just
have tremendous faith that they’ll figure it out.” — Margaret Wheatley

Recognizing the enormous challenge he was bequeathing to future generations of leaders,

Greenleaf reiterated the importance of establishing a systematic approach to achieving servant
leadership goals. He warned that without “some kind of order over chaos,” a power vacuum
would develop that could quickly be filled by charismatic leaders with self-centered motives.

It’s crucial to keep this in mind as we balance the demands of an extremely competitive society
with the needs of disenfranchised citizens who feel increasingly marginalized, locked in or left
out, and abandoned.

Servant leadership begins with identifying future leaders, and then encouraging their
aspirations to serve others. Speaking directly to that objective, Concordia Portland President
Schlimpert, Ph.D., puts his finger on the pulse of servant leadership: “Equipped with knowledge
in their field, leadership skills, and a servant’s heart, Concordia graduates are called to make the
world a better place.”

As you explore servant leadership in a transformative society, ask yourself what type of leader
you are, what kind of leader you hope to become, and what types of leaders you want to follow.
Because servant leaders are likely to play an important role within all organizations for years to
come, developing servant leadership skills will prove enormously valuable along many diverse
career paths.

Tags: Career Fulfillment / Leadership Traits / Social Responsibility

Learn More: Click to view related resources.

We advocate servant leaders and ethical leadership. The 21st century leader is not only defined
by his or her ability to manage a team, but also the competence and zeal to lead an
organization with purpose. The bottom line may be the end goal, but the road to get there
matters just as much. Leaders transcend every role within an organization, and we want to help
you realize your leadership potential. Our resources highlight organizations that strive for
ethical change, as well as the faces behind the movement.

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TextPage 0

Ten Principles of Servant Leadership

By Robert Greenleaf

1. Listening - Traditionally, leaders have been valued for their communication and decision making skills.
Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to
others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what
is being said (and not said). Listening also encompasses getting in touch with one's inner voice, and seeking
to understand what one's body, spirit, and mind are communicating.

2. Empathy - Servant-leaders strive to understand and empathize with others. People need to be accepted
and recognized for their special and unique spirit. One must assume the good intentions of coworkers and
not reject them as people, even when forced to reject their behavior or performance.

3. Healing - Learning to heal is a powerful force for transformation and integration. One of the great strengths
of servant-leadership is the potential for healing one's self and others. In "The Servant as Leader",
Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in
the compact between the servant-leader and led is the understanding that the search for wholeness is
something that they have."

4. Awareness - General awareness, and especially self-awareness, strengthens the servant-leader. Making a
commitment to foster awareness can be scary--one never knows that one may discover! As Greenleaf
observed, "Awareness is not a giver of solace - it's just the opposite. It disturbed. They are not seekers of
solace. They have their own inner security."

5. Persuasion - Servant-leaders rely on persuasion, rather than positional authority in making decisions.
Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one
of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The
servant-leader is effective at building consensus within groups.

6. Conceptualization - Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to
look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond
day-to-day realities. Servant-leaders must seek a delicate balance between conceptualization and day-to-
day focus.

7. Foresight - Foresight is a characteristic that enables servant-leaders to understand lessons from the past,
the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the
intuitive mind.

8. Stewardship - Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and
trustees all play significance roles in holding their institutions in trust for the great good of society.
 9. Commitment to the Growth of People - Servant-leaders believe that people have an intrinsic value
beyond their tangible contributions as workers. As such, servant-leaders are deeply committed to a
personal, professional, and spiritual growth of each and every individual within the organization.

10. Building Community - Servant-leaders are aware that the shift from local communities to large institutions
as the primary shaper of human lives has changed our perceptions and has caused a feeling of loss.
Servant-leaders seek to identify a means for building community among those who work within a given
institution.

Find out more about servant leadership

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Leadership Theories: The 8 Major

Leadership Theories
The Eight Major Theories of Leadership

By Kendra Cherry
Psychology Expert
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Leadership theories tackle the question of what makes certain people become great leaders. 
Image: iStock / STEEX

What exactly makes a great leader? Do certain personality traits make people better-suited to
leadership roles, or do characteristics of the situation make it more likely that certain people will
take charge? When we look at the leaders around us – be it our employer or the President – we
might find ourselves wondering exactly why these individuals excel in such positions.

People have long been interested in leadership throughout human history, but it has only been
relatively recently that a number of formal leadership theories have emerged. Interest in
leadership increased during the early part of the twentieth century. Early leadership theories
focused on what qualities distinguished between leaders and followers, while subsequent theories
looked at other variables such as situational factors and skill levels.

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While many different leadership theories have emerged, most can be classified as one of eight
major types:

1. "Great Man" Theories

Have you ever heard someone described as "born to lead?" According to this point of view, great
leaders are simply born with the necessary internal characteristics such as charisma, confidence,
intelligence, and social skills that make them natural-born leaders.

Great man theories assume that the capacity for leadership is inherent – that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic and destined to rise
to leadership when needed. The term "Great Man" was used because, at the time, leadership was
thought of primarily as a male quality, especially in terms of military leadership.

2. Trait Theories

Similar in some ways to Great Man theories, trait theories assume that people inherit certain
qualities and traits that make them better suited to leadership. Trait theories often identify
particular personality or behavioral characteristics shared by leaders. For example, traits like
extraversion, self-confidence, and courage are all traits that could potentially be linked to great
leaders.

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If particular traits are key features of leadership, then how do we explain people who possess
those qualities but are not leaders? This question is one of the difficulties in using trait theories to
explain leadership. There are plenty of people who possess the personality traits associated with
leadership, yet many of these people never seek out positions of leadership.

3. Contingency Theories

Contingency theories of leadership focus on particular variables related to the environment that
might determine which particular style of leadership is best suited for the situation. According to
this theory, no leadership style is best in all situations. Success depends upon a number of
variables, including the leadership style, qualities of the followers and aspects of the situation.

4. Situational Theories

Situational theories propose that leaders choose the best course of action based upon situational
variables. Different styles of leadership may be more appropriate for certain types of decision-
making. For example, in a situation where the leader is the most knowledgeable and experienced
member of a group, an authoritarian style might be most appropriate. In other instances where
group members are skilled experts, a democratic style would be more effective.

5. Behavioral Theories

Behavioral theories of leadership are based upon the belief that great leaders are made, not born.
Consider it the flip-side of the Great Man theories. Rooted in behaviorism, this leadership theory
focuses on the actions of leaders not on mental qualities or internal states. According to this
theory, people can learn to become leaders through teaching and observation.

6. Participative Theories

Participative leadership theories suggest that the ideal leadership style is one that takes the input
of others into account. These leaders encourage participation and contributions from group
members and help group members feel more relevant and committed to the decision-making
process. In participative theories, however, the leader retains the right to allow the input of
others.

7. Management Theories

Management theories, also known as transactional theories, focus on the role of supervision,
organization and group performance. These theories base leadership on a system of rewards and
punishments. Managerial theories are often used in business; when employees are successful,
they are rewarded; when they fail, they are reprimanded or punished. Learn more about theories
of transactional leadership.

8. Relationship Theories

Relationship theories, also known as transformational theories, focus upon the connections
formed between leaders and followers. Transformational leaders motivate and inspire people by
helping group members see the importance and higher good of the task. These leaders are
focused on the performance of group members, but also want each person to fulfill his or her
potential. Leaders with this style often have high ethical and moral standards.

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16 Traits You Need to Be a Great Leader

By Kendra Cherry
Psychology Expert
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Rob Lewine / Getty Images

Do certain personality characteristics help people become better leaders? According to the trait
theory of leadership, people who posses certain innate traits tend to be better leaders.
Researchers including Stogdill and later Mann have found that particular traits are linked to
whether a person emerges as a leader across a variety of situations. Critics point out, however,
that not every person who becomes a leader possesses these traits and not every person who
displays these traits becomes a leader.

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Still, many different researchers agree that possessing certain traits does make it more likely that
a person can potentially become a great leader. So what traits exactly are linked to leadership?

Some of the traits most commonly associated with great leadership include:
1. Intelligence and Action-Oriented Judgment: Great leaders are smart and make choices
that move the group forward.

2. Eagerness to Accept Responsibility: Strong leaders take on responsibility and don't pass
the blame on to others.

3. Task Competence: A great leader is skilled and capable.

4. Understanding Followers and Their Needs: Effective leaders pay attention to group
members and genuinely care about helping them succeed.

5. People Skills: Excellent interpersonal skills are essential for leading effectively.

6. Need for Achievement: Strong leaders have a need to succeed and help the group
achieve their goals.

7. Capacity to Motivate People: A great leader knows how to inspire others and motivate
them to do their best.

8. Courage and Resolution: The best leaders are brave and committed to the goals of the
group.

9. Perseverance: Strong leaders stick with it, even when things get difficult or the group
faces significant obstacles.

10. Trustworthiness: Group members need to be able to depend upon and trust the person
leading them.
 11. Decisiveness: A great leader is capable of making a decision and is confident in his or
her choices.

12. Self-Confidence: Many of the best leaders are extremely self-assured. Because they are
confident in themselves, followers often begin to share this self-belief.

13. Assertiveness: A great leader is able to be direct and assertive without coming off as
overly pushy or aggressive.

14. Adaptability and Flexibility: Effective leaders don't get stuck in a rut. They are able to
think outside of the box and adapt quickly to changing situations.

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15. Emotional Stability: In addition to being dependable overall, strong leaders are able to
control their emotions and avoid overreactions.

16. Creativity: Perhaps most importantly, great leaders not only possess their own creativity,
they are also able to foster creativity among members of the group.

Final Thoughts

While these traits are often linked to effective leadership, it is important to note that few leaders
possess all of these traits. Generally, a strong leader will have many of these qualities, but
aspects of the situation also play an important role in determining if people are able to lead well.
In many cases, it is the interaction between these traits and the situation that determines
leadership quality.

"Researchers have concluded that successful leadership is the result of the interaction between
the traits of the leader and the situation itself (i.e., the contingency approach to leadership)," John
W. Fleenor suggests in the Encyclopedia of Industrial and Organizational Psychology. "They
have realized that the interaction between the leader and the situation is key to understanding
leadership, along with the specification of important trait and situational variables."

References

Fleenor, J. W. (2006). Trait approach to leadership. Encyclopedia of Industrial and Organizational Psychology. SAGE Publications.

Gardner. J. W. (1989). On leadership. New York: Free Press.

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