Kouznes
and Posner (1998), from their qualitative studies of leaders in a
range of organizaions, identified five core categories of behaviour
which were associated with sustained success. These were:
i)
Challenging processes. Being willing to challenge the way things are
done; including the way in which they do things themselves,
ii)
Inspiring a shared vision. Not only stating a vision, but also
building peoples' understanding of, and commitment to, the vision;
iii)
Enabling others. Ensuring that people are not only empowered to act,
but creating an environment which releases their potential;
iv)
Modelling the way. Acting as a consistent role model, demonstrating
the behaviours others are being asked to display; and
v)
Encouraging the Heart. Taking every opportunity to recognise and
encourage others.
Collins
(2001), in a study designed to identify the characteristics of leaders
who had successfully achieved significant business transformations,
identified two defining characteristics (in addition to the underlying
ability to develop and achieve commitment to a clear vision). These
were:
i)
Humility. An ability to behave in a way which engages others due to
ii)
the leader's compelling modesty; and
iii)
Will. An unrelenting resolve to achieve the transformation, even when
faced with significant challenges and obstacles.
Whilst
these, and other, studies use different terminology there appears a
degree of commonality in the core constructs. Here is a table of core
constructs based on the leading researchers in the field over the last
two decades:
