Humility
Effective leaders are able to draw attention to the contributions being made by persons with whom they work. They listen carefully to their colleagues, valuing and making full use of their ideas. And these admired leaders know when to step back and let other members of the team take initiative. They also appreciate alternative perspectives and the rich information others can bring to complex issues the team is addressing. This doesn’t mean these leaders always adopt their colleagues’ recommendations, but it does suggest they invite perspectives that respond to challenges the leader and team are mutually facing. In other words, emerging sages admire those leaders who are humble (a second trait that is identified by Jim Collins).
This is a delicate balance, for it requires encouraging participation by all team members while staying true to a purpose or goal. It is easy to grip the process and outcomes so tightly that there is no room for adjustments along the way. Through their civic experiences and involvement with teams, and their observations of what makes for effective leadership, emerging sage leaders have learned about this balance—about how to avoid crossing the line into too much control or no control at all.
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