Critical Leadership Skills

Key Traits That Can Make or Break

Today’s Leaders
Strong leadership is the backbone of an organization. Leaders create
the vision, support the strategies, and are the catalyst for developing the
Findings
individual bench strength to move the organization forward.
Yet leadership can be an elusive characteristic, and developing leaders to
their full potential remains one of the great challenges for organizations
today. Upcoming demographic changes threaten to send numerous baby
boomers that are currently in leadership positions into retirement. This will
make developing leadership bench strength an even greater challenge for
organizations to resolve in order to remain competitive in the future.
Research

In four separate studies, conducted in 2003 through 2006 by The Ken

Blanchard Companies®, 2,004 respondents cited developing leadership
bench strength as their number one issue. In order to understand and
define the most critical components of effective leadership, The Ken
Blanchard Companies launched a follow-up study in which more than 1,400
leaders, managers, and executives shared their views on the critical skills
and common mistakes connected to leadership.

Summary
• The ability to communicate appropriately is an essential component
for effective leadership. In the follow-up study, 43% of respondents
identified communication skills as the most critical skill set, while 41%
identified the inappropriate use of communication as the number one
mistake leaders make.
• Effective people management was the second most important skill set
identified. The application of appropriate direction and support, and
the involvement and valuing of employee input were seen as critical to
success—and a critical mistake if not practiced.
• Empathy and emotional intelligence are cited as the third most important
skill set leaders can possess. This area was cited by 15% of respondents as
critical for leadership success. The leaders’ ability to put others before
themselves, to empathize, to seek to understand and build rapport, and
to show concern allows them to connect with their direct reports. This
skill directly impacts the ability to build an environment based on trust,
which allows people to flourish and to achieve their full potential.
Survey Details QUESTION 1: What is the biggest mistake leaders make
when working with others? (Open-ended question)
Inappropriate use of communication/listening
Inappropriate communication was cited as the number one
mistake leaders make. Too often leaders either don’t communicate,
overcommunicate, communicate inappropriately through outbursts,
anger, or blaming, or simply don’t communicate clearly. In addition,
leaders may fail to communicate the vision in a way that is meaningful,
assuming that direct reports intuitively understand the direction of the
company and their role in making this happen. Another critical mistake
is lack of clear communication regarding
(Biggest mistake leaders make when working with others)
roles, goals, expectations, and the
importance of specific behaviors or goal
1. Inappropriate use of communication or listening 41% accomplishment, all of which undermine
2. Under- or oversupervising, direction, or delegation 27% individual productivity and performance.
In addition, failing to listen to feedback,
3. Lack of management skills 14%
ignoring alternative viewpoints, or failing
4. Lack of support/inappropriate support 12% to seek clarity through active listening can
5. Lack of accountability 5% undermine leadership effectiveness
and trust.
Over- or undersupervising, delegating, or directing
Providing inappropriate direction was the second most highly cited
leadership mistake. Giving direction without involving others in the
process, not seeking the feedback of others, and not empowering direct
reports can cause frustration and lack of focus. In addition, using a
generalized approach to direction rather than considering the person,
task, and situation was cited as a key mistake made by leaders. Lastly,
using a bureaucratic or controlling delegating style was seen as an
ineffective way to lead others.
Lack of management skills
Respondents cited a lack of generic management skills, such as problem
solving, decision making, and consensus building, as a key problem in
ineffective leadership.
Lack of support or inappropriate support
Not supporting, believing in, or championing direct reports was cited as a
problem area that can undermine leadership effectiveness. Leaders who
ignore or overlook the accomplishment of or progress toward goals can
frustrate direct reports. Alternatively, providing too much support in any
situation can also be frustrating and be viewed as micromanaging to a
direct report who is a peak performer.
Lack of accountability
Not holding employees accountable for achieving agreed-upon goals
and behavior is another key issue identified as a critical mistake made by
leaders. Further, respondents said that leaders who don’t hold themselves
accountable for agreed-upon goals and behaviors can send mixed
messages to direct reports and foster animosity. Not following through on
commitments undermines trust and respect in all relationships.

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 QUESTION 2: What is the most critical skill a leader can possess
when working with others? (Open-ended question)
Communication/listening
Communication is identified as the most critical leadership skill. The ability
to listen, read body language, ask questions, provide feedback, and generate
effective two-way communication builds trust and can prevent performance
problems down the road. In addition, the ability to comfortably use a variety of
communication styles in order to articulate goals and objectives paves the way
for healthy working relationships at every level within an organization. Providing
relevant information allows employees to participate fully in their work.
Effective management skills
(Most critical leadership skill)
Many respondents felt that the second most
1. Communication/listening 43% critical skill a leader could possess when working
2. Effective management skills 17%
with others is to develop others by applying
the appropriate leadership style based on the
3. Emotional intelligence and empathy 15%
individual’s skills, needs, and performance. This
4. Values and integrity 8% means taking a situational approach to leadership.
5. Vision 6% In addition, respondents stated that the most
6. Empowerment 6% effective leaders acted as a model for the behaviors
they were seeking and also as a coach for both
individuals and teams.
Emotional Intelligence and empathy
Another significant and critical skill leaders can possess is the ability to put
the needs, issues, and concerns of their people ahead of their own. The ability
to empathize, understand, build rapport, show concern, encourage, engage,
and connect with direct reports is key. Valuing others, focusing on individual
uniqueness, and preserving an individual’s dignity provides an environment of
empowerment.
Values and integrity
In order to inspire and lead others, a leader must possess tremendous honesty
and integrity, and be a role model who leads by example. Leaders with a strong
sense of character and humility have a sense for doing the right thing because it
is the right thing, not because they expect something in return.
Vision
Leaders must have a sense of the big picture and the ability to communicate
and mobilize people around a shared vision. Being able to translate the vision
and goals into the language of each person and then cascading that into their
everyday job is seen as a critical skill. Collective movement toward a shared
vision motivates and inspires people to communicate.
Empowerment
As one respondent put it, “The ‘follow-me’ era is passé.” Today’s leaders need to
put their people first, translate the vision, and empower their people to achieve
it by providing the knowledge, skills, and the opportunity to perform. Involving
others and encouraging them to take ownership instills a sense of pride that can
unleash performance and productivity.

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 QUESTION 3: What are the top five things that leaders most
often fail to do when working with others?
(Forced-choice: Survey participants responded to a list of options.)

Failure to provide appropriate feedback and failure to involve people

in decisions that impact them illustrate the importance of open
communication and involvement. Operating in a vacuum where one is
unaware of how he or she is doing in relation to others or to his or her
respective goals and areas of responsibility can have a devastating impact
on performance and morale.
In addition, leaders who use a leadership
(The top five things leaders fail to do) style that is inappropriate based on the task
and development level of the person being
1. Failing to provide appropriate feedback (praise, redirection) 82%
managed can undermine morale, cause
2. Failing to listen to or involve others in the process 81% resentment, and destroy commitment.
3. Failing to use a leadership style that is appropriate to the person, Finally, failing to set clear goals and
task, and situation (oversupervising or undersupervising) 76% objectives creates situations where people
cannot develop to their highest potential,
4. Failing to set clear goals and objectives 76%
which in turn impacts the productivity and
5. Failing to train and develop their people 59% performance of the organization as
a whole.

About The Ken Blanchard

Companies®
The Ken Blanchard Companies is a global leader
®

in workplace learning, productivity, performance,

and leadership effectiveness that is best known for its
Situational Leadership II program—the most widely
®

taught leadership model in the world. Because of its

ability to help people excel as self-leaders and as leaders
of others, SLII is embraced by Fortune 500 companies
®

as well as mid-to small-size businesses, governments,

and educational and non-profit organizations. Many
Blanchard programs for teams, customer loyalty, change
®

management, and leadership effectiveness blend the use

of assessments with instructor-led and online learning.
Using best practices based on the company’s continual
research, Blanchard’s world-class trainers and coaches
support people in making the shift from learning to
doing and drive organizational and behavioral change
into all levels of organizations. To learn more, visit www.
[Link].
Global Headquarters 760 489-5005/800 728-6000
UK +44 (0) 20 8540 5404
Canada 905 568-2678/800 665-5023
[Link]
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