In my previous blog, I addressed the fact that most MANAGERS are not effective and why. Now, we will turn our attention to the same problem as it applies to LEADERS.
The supporting research for this was provided in that previous blog, “Our Problem Is ... That Most Managers And Leaders Are NOT Effective ” (please see for reference). So let’s address the difference between “Managers” and “Leaders,” as a starting point. To begin, while the “Manager” role is a formal one, “Leaders” may be either formal or informal. In fact our research (and another previous blog on Followership, “The Other Half Of Effective Leadership ”) point out that about half of the characteristics of leaders also apply to higher performing, highly influential “Followers” (or, in other words, informal leaders). For further research about ‘Managers vs. Leaders’ you can consult my co-authored book THE LEADER WITHIN. But here we want to focus on the three root causes of ineffective leadership, whether formal or informal. As we do so, it may be helpful to realize that most individuals demonstrate the role attributes of a manager or leader, but very few demonstrate both - especially when it comes to being effective.
The first root cause of effective leadership is collaboration. Individuals willingly follow such individuals (who may also be in a manager role, of course). In fact, I’ve worked with many companies where a senior manager was actually viewed as its key leader, not that individual with the leader’s title such as Owner/CEO/President. Leaders with this quality consistently exhibit respect, humility, and compassion for others - whether someone on their team, one of their stakeholders, or even a competitor. This quality is essential for working well with others and having healthy, sustained winning 
relationships.
The second determinant of effective leadership is wisdom. Effective leaders are able to differentiate between what counts and what doesn’t when it comes to priorities, strategies, issues, opportunities, relationships and most everything else that shapes the success of their organization both short and long-term. Not only do they demonstrate the motivations-based strengths of courage, perseverance, resiliency and sustained commitment but they also are described by capabilities involving vision, perspective, problem-solving, and decision-making. So, how many leaders do you know like this? Beyond the research that is hardly reassuring in this second respect, we’ve found less than 20% of the leaders consistently demonstrate this quality—especially in less favorable conditions.
The third root cause that shapes effective leadership is trust. Of these three attributes, this is a quality which is the most extraordinary and, as such, the most uncommon among leaders (and, for sure, managers). This quality can only really be verified in highly unfavorable, difficult situations - especially those that could cost a leader their position, their financial well-being, their career, or even their life! That is the true measure of consistently principled decisions and actions by individuals of exemplary integrity and honor rather than what is personally, socially or politically expedient. The “right course of action” is not a ‘situationally ethical choice’ for principled individuals who build or sustain principled organizations. And, this is exactly why such individuals are extra-ordinary among us. And, yet, while I’ve known such individuals in my career, I’ve also seen those who either lacked one of the other two qualities of effective leaders or, more commonly, the three characteristics of effective managers. And, to this point, this is why both are so sorely needed and not likely without on-going professional self-development, coaching, advice, and training.
