What Team Members Need from Leaders

Leaders look for devotion and commitment from their team members, however here and there leaders sometimes tend neglect to hold up their half of the relationship, leaving team members feeling deserted and unsupported. Proficient leadership relationships are based on trust and responsibility and working for a leader that supports you is crucial to your achievement.

Team members who trust their organization think well of them and support them perform better. What kind of support does an organization put on you as a representative?

Is it accurate to say that they are there to take care of business and go home? It is safe to say that they are rewarded with something genuine? Are they prepared and positive about their professionalism? Do they work under great conditions? Do they get helpful input, or do they feel belittled or invisible?

At the point when team members feel bolstered by their leader, their joy for the work takes off — then the organization is able to achieve its goals. Building a sound relationship requires the endeavors of both sides — leader and team member — and the outcome of a healthy relationship enhances the organization’s ability to achieve. If there is mutual support they team will come up with more successful strategies to achieve its goals, the team will have better communication and the culture of the organization will be more positive.

Four Leadership Behaviors

McKinsey & Company made a study of leadership behaviors. To answer what sort of leadership behavior organizations should encourage, they came up with a list of 20 distinct leadership traits. They then surveyed 189,000 people in 81 different types of organizations around the world. They divided the organizations by what they measured as leadership effective.

Of the 20 traits, they found the top groups displayed 4 of the traits more often. These top 4 traits are:

Be supportive. Support others by sensing how they feel. Show sincere interest in those around them. Allay fears. Dissipate internal conflict.

Operate with strong results orientation. Communicate a vision and set objectives but also follow through to achieve results. Emphasize efficiency and productivity; prioritize.

Seek different perspectives. Monitor trends that affect the organization and changes in environment. Look at employees for ideas to improve performance. Distinguish important from unimportant issues.

Solve problems effectively. Gather information, analyze it and make decisions based on it.

These may not be the only important traits for your company or leadership, but they should be considered.

Jody Victor

Source: http://www.mckinsey.com/insights/leading_in_the_21st_century/decoding_leadership_what_really_matters