Just about anyone would agree that there’s a difference between being a leader and being a boss. In simplest terms, leaders inspire action while bosses issue direction or give orders. It’s the difference between firing up and forcing, persuading and provoking, inspiration and intimidation.

Good leadership is a skill set that can be learned, developed, and improved upon. It isn’t magic, but it is often elusive. Cultivating leadership, either in yourself or in others within your organization, may arguably be the single most important endeavor for realizing sustained greatness and success.

The qualities good leaders possess are as myriad as the number of business books on the subject. Perhaps more than anything, good leaders exhibit traits that “pull” people into action and generate loyalty, not push them to action and into indifference.

The buck stops here

Good leaders are accountable and take responsibility for their entire organization, its products and services, and its individuals. This core principal is a trait that isn’t reserved for upper management types. It can well appear in the actions and attitudes of people at any level within an organization—the manufacturing teammate who regularly makes improvement suggestions, even in areas with which he is not directly involved; the customer service rep who recognizes a system glitch and passes along enhancement ideas instead of just reporting it; the manager who creates an environment where employees can do their best.

Leadership responsibility means constantly seeking out ways to make the company stronger and customers happier. Managers who lead will also pursue ways to make workers perform better. They help them learn and mentor them through constant feedback and support. They recognize the achievements of team members, not with one-size-fits-all trinkets, but with meaningful rewards that acknowledge each individual’s idea of appreciation. And they demonstrate humility, which is perhaps the other face of accountability. Good leaders give employees all the credit when accomplishments are met. 

Walk the talk

Given today’s corporate scandal environment, there is likely no more significant hallmark of leadership than values in action; or to put it another way, character. Character is what a leader does, not what he or she says, and employees will rally around leaders who consistently do the right things. Leaders who stand by their values, particularly when the stakes are high, will garner the respect and admiration of those around them. Such integrity fosters loyalty.

So does the ability to admit failure. Good leaders acknowledge when they’re wrong, take responsibility for their mistakes, learn from them, and move forward. Part of this characteristic requires being open to discovering the truth. Such openness encourages risk-taking without fear of penalty, and represents a philosophy that asks for excellence, not perfection.

This last point is particularly evident in leaders who continually strive for self-improvement. Poor leaders are usually unaware they have flaws. Inspired leaders, on the other hand, are well aware of both their strengths and limitations. They persistently work to improve themselves, or compensate for their possible shortcomings by recruiting able team members who excel in those areas. 

Compassion and passion

Good leaders practice empathy. That doesn’t mean they go around airing their emotions. It simply means they make sure their employees know they are cared about. They likewise weigh decisions with the human perspective and consequences in mind. When people believe you genuinely care, they build up an allegiance and are inspired to stay, even when the going gets tough.

Making employees feel that they share in the organization’s destiny is also the mark of a strong leader. People want the chance to make a real impact and will wholeheartedly follow a leader who encourages them to make a difference. Become a compelling leader, and you will create a community of devoted and dedicated enthusiasts.