A study of 420 mid- to large-sized firms across North America, by Management Research Group (www.mrg.com), came up with the factors that characterize exceptional leadership. More than 350 CEOs and 755 vice-presidents participated. They completed self assessments and were also evaluated by their bosses, peers and direct reports.
Exceptional leaders in order of importance:
•analyze the future impact of their decisions and understand the impact of these decisions throughout the organization;
•challenge the perceptions and mandates of superiors;
•use effective persuasion to build commitment to their ideas and initiatives;
•maintain a respectful distance from others, are not overly extroverted, friendly and informal;
•are comfortable being the one in charge and seek out opportunities to be influential, they know and accept the fact they will be under constant scrutiny;
•maintain an in-depth knowledge and expertise in their area; and
•clearly express their thoughts and ideas, keeping others informed of their expectations.
A similar study of HR professionals determined that superior HR managers:
•analyze the future impact of their decisions and understand the impact of these decisions throughout the organization;
•clearly express their thoughts and ideas, keeping others informed of their expectations;
•challenge the perceptions and mandates of superiors; and
•maintain in-depth knowledge and expertise in their area.
Another study of more than 25,000 HR leaders found they are different from other managers and leaders of other departments. HR leaders are:
•more likely to demonstrate active concern for their people and their needs;
•more extroverted, friendly and informal;
•more oriented toward building commitment by selling their ideas to others and spending time trying to win agreement;
•more energetic, with a capacity for keeping others enthusiastic and involved;
•less likely to adopt systematic or organized approaches to their work; and
•less willing to push vigorously to achieve results by being forceful or assertive.
Exceptional leaders in order of importance:
•analyze the future impact of their decisions and understand the impact of these decisions throughout the organization;
•challenge the perceptions and mandates of superiors;
•use effective persuasion to build commitment to their ideas and initiatives;
•maintain a respectful distance from others, are not overly extroverted, friendly and informal;
•are comfortable being the one in charge and seek out opportunities to be influential, they know and accept the fact they will be under constant scrutiny;
•maintain an in-depth knowledge and expertise in their area; and
•clearly express their thoughts and ideas, keeping others informed of their expectations.
A similar study of HR professionals determined that superior HR managers:
•analyze the future impact of their decisions and understand the impact of these decisions throughout the organization;
•clearly express their thoughts and ideas, keeping others informed of their expectations;
•challenge the perceptions and mandates of superiors; and
•maintain in-depth knowledge and expertise in their area.
Another study of more than 25,000 HR leaders found they are different from other managers and leaders of other departments. HR leaders are:
•more likely to demonstrate active concern for their people and their needs;
•more extroverted, friendly and informal;
•more oriented toward building commitment by selling their ideas to others and spending time trying to win agreement;
•more energetic, with a capacity for keeping others enthusiastic and involved;
•less likely to adopt systematic or organized approaches to their work; and
•less willing to push vigorously to achieve results by being forceful or assertive.