4 Behaviors to Implement into Leaders for their Effectiveness by Billy Martin

We all know nowadays that leadership drives organizational performance. It’s a bit like saying that oxygen is necessary to breathe. Most healthy organizations have or are planning to increase investment in leadership development because they see it as the single most important human-capital issue their companies face. 

However, the big unresolved issue is what sort of leadership behavior should organizations be identifying through this development process to help them generate long term benefits. Is leadership so contextual that it defies standard definitions or development approaches? Should companies now concentrate their efforts on priorities such as coaching, decision making, vision casting, and etc.. What virtues should they be stressing and looking for? There are 4 key behaviors an organization should be looking for as they develop and implement their intra-organization leadership program, this will help generate effective leaders for the company.

4 Behaviors to Implement into Leaders for their Effectiveness:

Solving problems effectively

This is simply all about someone who can take large amounts of data and filter it to come up with a solution in a timely manner. Leaders need to be able to take the information that is gathered, analyzed, and has already been considered and be able to make the hard decisions. Solving problems effectively is deceptively difficult to get right, it’s much easier said then done; yet it is a key input into decision making for major issues. Ergo it’s important that a leader be able to effectively solve issues.

Operating with a strong results orientation


Great leaders can communicate vision and set objectives, but higher caliber and more exceptional leaders will follow through on the vision to achieve the results they’ve cast. Leaders who have a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.

Seeking different perspectives

This trait is conspicuous in managers who monitor trends affecting organizations, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. It’s important that a leader seeks out opinions different from themselves, this will allow them to see a perspective from a different vantage point. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone to be made by.

Supporting others

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