What Makes an Inspirational Leader

By Darrell L. Browning

Each year we see hundreds of books and workshops about leadership. Of course good leaders need what we call "the vision thing" as well as an understanding of strategy, the use of power, and drive.

Inspirational leaders go beyond these markers-- all leaders want to be followed, and to do that requires inspiration. Certainly this is an area of concern for many called upon to provide this mystical talent to their organizations. Putting self-doubts aside, just what does it take to be an inspirational leader? Robert Gofee and Gareth Jones wrote about this very thing in the Harvard Business Review some years back and what they discovered in 2000 is just as relevant today. Gofee and Jones claimed inspirational leaders had four common qualities:

• Inspirational Leaders Selectively Show their Weaknesses. All leaders need to be approachable and establish a human link with those they lead. Showing vulnerability provides the first stepping stone of trust that leaders are people too and have the ability to understand.


• Inspirational Leaders Rely on Intuition for Timing and Course of Action. This doesn't mean they simply make rapid decisions. Rather, it means good leaders know how to gather "soft" information and use it for all its worth when it comes to crunch time.


• Inspirational Leaders are Tough--But Empathetic. Good leaders have passion for their vision but they are also realistic about people. In addition, they really care about the work of others. You can't fake it.


• Inspirational Leaders Don't Mind Being Different. In fact, they go to great lengths to point out their differences. Being unique is a good thing for a leader.

Beware of the leader who wants to be all things to all people. No one is perfect; especially all of the time. And no leader we have ever worked with was consistent and motivating at every juncture. The qualities of leadership we've mentioned work hand in hand with each other. In fact, Gofee and Jones claim if one of the inspirational qualities listed above is lacking a true leader will not emerge. No one, for example, trusts a leader who constantly extols their own virtues while showing little humility or acceptance of others.

The good news is that although not everyone can develop into a leader, good leaders can work to become inspirational--and become better leaders in the process. But beware of the myths of leadership.

Gofee and Jones rightly claim that not everyone can be a leader and not all leaders deliver sterling results. Real leaders do not necessarily rise to the top nor are they necessarily great coaches and mentors. Leaders are people who pay attention to other people, have the humility to learn about themselves and others and apply that wisdom in a business environment.

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©BrowningLaFrankie 2009