Dr. Sunnie Giles, the creator of Quantum Leadership, did a survey of 195 leaders in 15 countries over 30 global organizations. Participants were asked to choose the 10 most important leadership competencies from a list of 74. Looking at the results, these global leaders didn’t think experience, confidence, and charisma were the top leadership competencies. Instead, high ethical and moral standards topped the list. In fact, the competencies that topped the list have nothing to do with authority but are instead closely related to basic human needs.
This survey aligns with what I’ve been teaching for several years now. I’ve frequently said people follow leaders, not because of the leader, but because they want to meet their basic fundamental human needs. It only makes sense that the leadership competencies that are more effective are those that actually help people meet their basic human needs.
Related article: What are leadership competencies?
Top 10 Leadership Competencies
Here is the list of competencies Dr. Giles survey participants chose. They said, an effective leader
- Has High ethical and moral standards (67%)
- Provides goals and objectives with loose guidelines/direction (59%)
- Clearly communicates expectations (56%)
- Has the flexibility to change opinions (52%)
- Is committed to my ongoing training (43%)
- Communicates often and openly (42%)
- Is open to new ideas and approaches (39%)
- Creates a feeling of succeeding and failing together (39%)
- Helps me grow into a next-generation leader (38%)
- Provides safety for trial and error (37%)
Top 10 competencies and the human needs they meet
We can reorganize the preceding 10 competencies into groups according to the fundamental human needs of the followers that they meet.
1) Safety, fairness, certainty, trust, connection
A leader who “has high ethical and moral standards” (competency #1) promises safety, fairness, and makes it easy to trust him and the organization. It promises that everybody will follow the rules and be treated fairly.
“Clearly communicating expectations” (#3) helps to avoid misunderstandings and conflict that could ensue. It ensures that everyone is on the same page.
Dr. Clayton M. Christensen, professor of Business Administration at the Harvard Business School and one of the world’s top experts on innovation and growth, has said that he believes that “a society will become more peaceful and prosperous if there are clear rules that people need to follow and if there is a mechanism to hold people accountable who violate the rules.” We instinctively desire this in our societies and our organizations.
2) Understanding.
A leader who “has the flexibility to change opinions” (#4), “is open to new ideas and approaches” (#7), and “provides safety for trial and error” (#10) create an environment that promotes learning. This satisfies the human need for understanding.
3) Connection/belonging, trust.
Leaders who “communicate often and openly” (competency #6) and “create a feeling of succeeding and failing together as a pack” (#8) create a culture where connection easily grows.
What do you think will happen to employees in an organization if the leaders could tell them with both words and action, “We are in this for good and for worse. If you need help I will help you.”? It will build trust, loyalty, commitment, and connection. Connection is crucial for any leadership relationship.
4) Creation, Autonomy
A leader who “provides goals and objectives with loose guidelines/direction” (#2) is one who sets goals and objectives, provides clear directions but allows employees to organize their own time and work. This satisfies the employee’s need for autonomy and allows the follower to do the work when they are most creative, thus also fulfilling the need for creativity.
5) Substantiation (Growth/Self-actualization), understanding
A leader who “is committed to my ongoing training” (#5) and “helps me grow into a next-generation leader” (#9) also fulfill the need for understanding but also the need for substantiation (growth/self-actualization). When we sense that leaders are committed to helping us achieve our full potential and become the best we can become, that creates loyalty and commitment.
Reference
Dr. Sunnie Giles survey was published in the Harvard Business Review.
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