A good leader knows that there is no perfect leadership model, that every style has strengths and limits, and that success can only be achieved by being ready to face the challenges of the moment. And to do this, he must be aware that he needs to cultivate effective relationships.
In fact, each of us is normally conditioned by someone else in life, we are so from birth when we receive an education made up of instructions and values that are given to us by our parents. These are “leaders” for us, because they transmit to us, from our first steps, their vision of the world and of life, to which we will learn to conform completely little by little as the trust we place in them grows.
And just as it is important that parents are able to transmit rules to their children and, at the same time, be affectionately attentive so that they can grow well and feel safe, in the same way, the leader of a company must know how to achieve a balanced stable between his orientation towards results and his orientation towards relations with his collaborators.
Of course, winning leadership is based on a multiplicity of pillars, which, then, are none other than those factors and behaviors that can guarantee success: trust, collaboration, sharing, emphasis on objectives, clarity, security, support, awareness, humanity, and more.
But we can also note that the management of affairs within a group by the leader is basically characterized by two particular styles of leadership: the task-oriented leader and the person-oriented leader: The first emphasizes a leadership interested in the performance of the group and the maintenance of competitive capacity; the second focuses on the needs and problems of the members of the group.
According to the latter behavior, it is clear that the “good leader” is above all a person who respects others, who is able to harmonize individual human resources to the organizational context, and who is able to share values and culture with his or her collaborators.
And therefore personal characteristics such as, among other things, charisma and the ability to influence and transmit positive emotions, be credible and competent, be able to create interest among people, and enthuse and listen to his collaborators without prejudice, become particularly important.
The latter is an attitude that reflects that typical of a participatory leader who counts on the support and collaboration of the other members of the company to be able to make informed, shared decisions and, above all quickly, because of the changes that continually occur in the world around us.
These leaders have some more edge: They are more innovative and more capable of building profitable businesses, they have more loyal collaborators and customers, they attract talent and, above all, they are able to replicate their success over time.
Today, more than ever, governing a company is a team effort, a collaborative process where participation, also between all company levels, is the basis of success so that fertility can be created from differences (of culture, experience, competence, and even imagination).