Lincoln: The Leader Quality

Lincoln

Lincoln leadership from my point of view was grounded in those qualities below that always aspired, and that are also timeless leader qualities: self-determination; a fierce drive toward justice; an unwavering commitment to individual freedom.

1- Be decisive:

It's helpful to get more than one opinion, strong leaders know when and how to make decisions. Managers and bosses could have argued forever, but Lincoln had the ability to know when he had all of the information he needed. He was able to determine the best solution and make a decision without wavering.The best leaders clarify their decision criteria, identifying musts and wants.

2- Capacity to Listen to Different Points of View:

Lincoln had the capacity to listen to different points of view. He created a climate where members were free to disagree without fear of retaliation. At the same time, he knew when to stop the discussion and after listening to the various opinions, make a final decision.

3- Connect with people on a personal level:

Lincoln made himself accessible. As president of the United States, he kept regular office hours and citizens were allowed to see him.

"It's not how smart you are, strong personal relationships and high levels of trust was the foundation of effective leadership, Good leaders must demonstrate empathy, take an interest in others and find out details about them.

4- Awareness of Own Weaknesses:

Lincoln had the tendency to give people too many chances, because he was aware and he was able to compensate for that weakness.

Leader Habitual Success

Habitual Capabilities:   Any leaders had habitual capabilities, learnt skills and I'll discuss below 5 keys about habitual capabilities in leaders success.

Influence: 

The effective leader must inspire people to follow him - not impose it. This possibly will sound simplistic, however a real leader must possess inborn talent to motivate and empower team members during the response to a set event.

Power:

It is essential for a leader to maintain the proficiency and expertise essential to establishing authority. The leader must fill up confidence and connect psychologically and mentally with both executive leaders and other management members.

Audacity:

Not all leaders are capable of quickly and confidently make decisions in crisis situations with incomplete information at hand, but that tends to become the norm when responding to a set event. Proficiency can be taught, but the capability to keep a level leader on edge status, quickly make decisions, and lead a team through a distract consequence is a fundamental endowment.

Equilibrium:

Many organisations value collaboration as a key part of day-to-day decision making, but in a crisis situation, there often comes a time where a decision needs to be made immediately, even if the facts seem incomplete and disguised. There is an intangible ability a crisis leader must have-to know when it's time to stop the discussion and start making a decision that commits the organisation to act.

Awareness:

The leader capability to be familiar with and understand characters, emotions and behaviours and particularly the impact these have on those around us and the work environment. Understanding yourself - especially your expertise, values and what contribution you want to make in your work. Develop a plan for your professional growth based on what you value and what you ultimately want to accomplish with your work.  Build up a methodology for professional planning over and done with your life. Understand the interactions and benefits of a coach/mentor relationship so you can be effective in this type of relationship in the future. Therefore self-awareness frees us to be innovative and effective leaders.