Training Industry Magazine - March/April 2020 - 27

One thing is clear: High-quality
leadership is an enormously powerful
force in shaping an organization's
long-term, sustained success. In order
to get the best out of their people
while contending with the inevitable
dilemmas, uncertainty and complexity
that comes with operating in today's
business environment, leaders must be
at the very top of their game.
Over the past five years, we have been
asking people to list the top three
qualities they want in their leaders.
We have collected survey responses
from over 2,100 leaders and individual
contributors working in organizations
across a broad range of industries,
including manufacturing, entertainment,
pharmaceutical, hospitality, government
and transportation.
The data is in and, after careful analysis,
we have identified eight major categories
of characteristics and skills that people
find most desirable in a leader:
45.2%

Communication skills

44.2%

Interpersonal skills

41.9%

Values and ethics
Personal attributes
Credibility

22.3%
21.8%

Coaching and feedback

16.7%

Direction and strategy

5.6%

Management essentials

30.2%

Let's examine what this research can
tell leaders who want to improve their
leadership abilities and take employee
engagement to the next level.

COMMUNICATION SKILLS
Over 45% of the people in our study
indicated that the ability to communicate
effectively is an essential leadership
skill. However, we know that effective
communication is often the most
challenging part of a leader's job.
Leaders spend a significant amount
of time in interpersonal interactions
of some kind. Organizations are in a
constant state of change. People need
a leader who can share important
information and artfully engage in
dialogue, as well as other modes of
communication. That said, what is
most revealing is that responses to our
study identified the ability to listen as
the most critical communication skill.
People want to be heard. They want
to engage in two-way dialogue and
have open lines of communication with
their leaders.

INTERPERSONAL SKILLS
Although communication is obviously an
important element of people skills, over
44% of our survey respondents indicated
that there are additional aspects of
interpersonal relationships that enable
leaders to build rapport and create
emotional connections with others.
These are behaviors and tactics that are
critical but often overlooked - including
emotional intelligence, supportiveness,
approachability, empathy and patience.
Team members want leaders who are
present and consistently treat people

with respect. They want leaders who are
self-aware, composed, fair and able to
work effectively with all types of people.
Interpersonal skills combined with
communication abilities foster strong
and enduring working relationships.

VALUES AND ETHICS
Nearly 42% of our survey respondents
indicated that they want their leaders to
demonstrate strong values and uphold
high ethical standards. Employees want
to know that they can count on their
leaders to do the right thing no matter
what. Leaders can't expect others to
act ethically if they don't model those
behaviors themselves. They have to
be worth emulating. It is not only who
you are on the inside but what you
do on the outside. Leaders who live
their values naturally build trust and
credibility among their employees and
in their organizations. The research
described in James Kouzes and Barry
Posner's book, "The Leadership
Challenge," found that people value
honesty the most over other leadership
qualities (89%). Our research reinforces
the long-held notion that people want
leaders with integrity.

PERSONAL ATTRIBUTES
Over 30% of respondents indicated that
a leader's personal attributes - passion,
commitment, flexibility, optimism and
accountability - are important leadership
characteristics.
Particularly
when
organizations encounter challenges,
people ask themselves:
Š	 Is my leader dedicated and engaged?

T R A I N I N G I N DUSTR Y MAGAZ INE - MODERN LEADERS 2020 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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https://www.trainingindustry.com/magazine

Training Industry Magazine - March/April 2020

Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2020

Do Leaders Skills Need to Evolve
Table of Contents
Developing the Next Generation of Talent Through Rotation Programs
Leadership Development Strategies and Solutions for the Modern Workplace
Leaders are Learners … Especially When They're Teaching
Developing Leadership Goo
6 Developmental Conversations Bosses Should Have with their New Managers
Driving Sales Training Results Through Manager Coaching
The Significance of Executive Presence
What People Want in a Leader: How Do You Measure Up?
Ditigal Communication Skills: Is Your Message Getting Across?
Creating a Culture of Agility with Character Development
Building Leadership: Scaling Effective Development Alongside Hypergrowth
Fast-Tracking Psychological Safety: This Is Not a Drill!
Teaching Empathy: Driving Leaders to Success
Train Forward: Results From an Emerging Community of Practice
Three Reasons Why Virtual Teams Are Different
Leading in the Age of Technological Disruption
How to Choose a Training Supplier for Leadership Development
New Leader, New Skills
Ernst & Young's Investment in the Modern Leader
Company News
Training Industry Magazine - March/April 2020 - 1
Training Industry Magazine - March/April 2020 - 2
Training Industry Magazine - March/April 2020 - Do Leaders Skills Need to Evolve
Training Industry Magazine - March/April 2020 - 4
Training Industry Magazine - March/April 2020 - Table of Contents
Training Industry Magazine - March/April 2020 - 6
Training Industry Magazine - March/April 2020 - 7
Training Industry Magazine - March/April 2020 - 8
Training Industry Magazine - March/April 2020 - Developing the Next Generation of Talent Through Rotation Programs
Training Industry Magazine - March/April 2020 - 10
Training Industry Magazine - March/April 2020 - Leadership Development Strategies and Solutions for the Modern Workplace
Training Industry Magazine - March/April 2020 - 12
Training Industry Magazine - March/April 2020 - Leaders are Learners … Especially When They're Teaching
Training Industry Magazine - March/April 2020 - 14
Training Industry Magazine - March/April 2020 - Developing Leadership Goo
Training Industry Magazine - March/April 2020 - 6 Developmental Conversations Bosses Should Have with their New Managers
Training Industry Magazine - March/April 2020 - 17
Training Industry Magazine - March/April 2020 - 18
Training Industry Magazine - March/April 2020 - 19
Training Industry Magazine - March/April 2020 - 20
Training Industry Magazine - March/April 2020 - Driving Sales Training Results Through Manager Coaching
Training Industry Magazine - March/April 2020 - 22
Training Industry Magazine - March/April 2020 - 23
Training Industry Magazine - March/April 2020 - The Significance of Executive Presence
Training Industry Magazine - March/April 2020 - 25
Training Industry Magazine - March/April 2020 - What People Want in a Leader: How Do You Measure Up?
Training Industry Magazine - March/April 2020 - 27
Training Industry Magazine - March/April 2020 - 28
Training Industry Magazine - March/April 2020 - CT1
Training Industry Magazine - March/April 2020 - CT2
Training Industry Magazine - March/April 2020 - 29
Training Industry Magazine - March/April 2020 - Ditigal Communication Skills: Is Your Message Getting Across?
Training Industry Magazine - March/April 2020 - 31
Training Industry Magazine - March/April 2020 - 32
Training Industry Magazine - March/April 2020 - 33
Training Industry Magazine - March/April 2020 - Creating a Culture of Agility with Character Development
Training Industry Magazine - March/April 2020 - 35
Training Industry Magazine - March/April 2020 - 36
Training Industry Magazine - March/April 2020 - 37
Training Industry Magazine - March/April 2020 - Building Leadership: Scaling Effective Development Alongside Hypergrowth
Training Industry Magazine - March/April 2020 - 39
Training Industry Magazine - March/April 2020 - Fast-Tracking Psychological Safety: This Is Not a Drill!
Training Industry Magazine - March/April 2020 - 41
Training Industry Magazine - March/April 2020 - 42
Training Industry Magazine - March/April 2020 - 43
Training Industry Magazine - March/April 2020 - Teaching Empathy: Driving Leaders to Success
Training Industry Magazine - March/April 2020 - 45
Training Industry Magazine - March/April 2020 - 46
Training Industry Magazine - March/April 2020 - 47
Training Industry Magazine - March/April 2020 - Train Forward: Results From an Emerging Community of Practice
Training Industry Magazine - March/April 2020 - 49
Training Industry Magazine - March/April 2020 - Three Reasons Why Virtual Teams Are Different
Training Industry Magazine - March/April 2020 - 51
Training Industry Magazine - March/April 2020 - 52
Training Industry Magazine - March/April 2020 - Leading in the Age of Technological Disruption
Training Industry Magazine - March/April 2020 - 54
Training Industry Magazine - March/April 2020 - How to Choose a Training Supplier for Leadership Development
Training Industry Magazine - March/April 2020 - 56
Training Industry Magazine - March/April 2020 - New Leader, New Skills
Training Industry Magazine - March/April 2020 - Ernst & Young's Investment in the Modern Leader
Training Industry Magazine - March/April 2020 - Company News
Training Industry Magazine - March/April 2020 - 60
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