More Qualities of Effective Leaders!


Effective leaders engage, equip and empower others to think, speak and perform in ways that positively contribute to achieving desired business goals and results.   Creating an environment that motivates team members to engage begins with the leader.

In our last blog, Three Undeniable Traits of Effective Leaders, we shared qualities of leaders who embrace a servant’s heart, demonstrate authenticity and practice generosity.   Rounding out our focus on undeniable traits of effective leaders are Vision and Trust. 

Effective leaders…

Keep Their Eyes on the Vision.  The leader articulates (or embraces) a vision of greatness and success that fuels a far-sighted view, navigating the routine while keeping sight on the horizon.  Changes and challenges do not become disruptions or distractors to the vision, only mile markers and learning opportunities on the road to achieving success.  These leaders communicate the vision to others and frequently talk about it.  The vision, coupled with the leader’s affirming behaviors, compels others to actively engage as it shapes thoughts, choices and actions.  A wise ancient leader, Solomon, stated it well, “Without a vision, the people perish” (Proverbs 29:18a).  Within the business context, when there is no vision or the vision does not serve as the North Star, team members are less actively engaged in contributing to and achieving business goals and results.  According to a recent Gallup’s study, State of the Global Workplace (2017), only 31% of employees in U.S. companies are engaged.  According to Gallup, engaged means “employees are highly involved in and enthusiastic about their work and workplace. They are psychological ‘owners,’ drive performance and innovation, and move the organization forward.”  On the other hand, employees who are not engaged are “psychologically unattached to their work and company. Because their engagement needs are not being fully met, they’re putting time — but not energy or passion — into their work.”  Effective leaders use vision for the greater good to generate employee engagement, and to optimize personal and organizational results.

What vision of greatness and success fuels your personal actions and leadership behaviors?

Demonstrate a Healthy Dose of Trust.  [click_to_tweet tweet=”Undeniable leadership traits that could change your trajectory!” quote=”It’s safe to conclude that a business relationship without any foundation of trust is destined for demise. “] The level of trust may vary (low to high) at the onset of the relationship, yet having some degree of trust is non-negotiable.  If the leader identifies and engages an individual who has the motivation (attitude) and competence (knowledge, skills and abilities) to perform the role, then there is a framework for building mutual trust.  Within a reasonable time, the leader should become confident that the team member can and will deliver results as expected, and the team member should trust the leader to extend steadfast support.  It is that reciprocal trust that promotes a productive working relationship.  The leader sets the cornerstone for this trust relationship through communications and personal interactions, while the team member influences trust building through unquestionable performance.

How are you building a bridge of reciprocal trust with those you lead?

Whether an experienced or emerging leader, challenge yourself to start, stop or turn up the volume on just a few leadership behaviors.  Doing so could yield tangible effectiveness results for you and the organization.

Lillian Davenport, SPHR, SHRM – SCP, CTACC, Principal, End View Solutions, LLC

Lillian Davenport

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Lillian Davenport is a coach, consultant, and leadership strategist. Her signature program, M3 LeadershipSM, prepares you to enhance and develop your self-awareness, embrace your inner strength, and lead with confidence, courage, and impact.

Lillian’s career as a human resources leader includes roles at JPMorgan Chase & Co., Woodforest National Bank, and American International Group, Inc. (AIG), where she leveraged employee relations, and diversity, equity, and inclusion expertise in leadership development.