A manager who is willing to make unpopular decisions is showing this leadership characteristic

Do you ever feel overwhelmed as a manager? Being overburdened by the responsibility of having to figure out what others want and need of you is a familiar feeling shared among leaders. Fortunately, there is a “best practice” for obtaining just the kind of information needed to increase your leadership effectiveness — ask them what they want.

The following 10 traits have emerged when frontline staff, supervisors and middle managers have been asked to describe the traits they look for in a boss. As you read through their wish list, think about the kind of boss you are and what you look for in a good boss.

Employees want bosses who are:

Innovative - Good bosses have good ideas, but their role in innovation is more as facilitator than consummate mastermind. They are not threatened by the talent of their employees and cultivate a working environment that allows each person’s creativity to come forward. They facilitate innovation.

Coaches - Good bosses provide important education and guidance that help employees see how their work is contributing to the larger goals of the organization. They help employees build confidence by giving stretch assignments that require demonstration of new skills and right-sized risk, then provide feedback that allows needed course corrections to be made early enough to avoid a major failure. When employees do fail, good bosses encourage reflection and identification of learning that can be applied to future endeavors.

Caring - Good bosses listen to their employees and show an interest in their opinion. They provide opportunities to talk openly and encourage personal and professional growth, sometimes by giving access to resources (like professional development experiences) and sometimes by removing barriers.

Strategic - Good bosses can make hard choices and have the finesse needed to get people behind even unpopular decisions. They are able to secure resources for important initiatives and use analytical frameworks for guiding change, promoting transparent processes and communication. Strategic bosses are decisive (not to be confused with closed-minded or dogmatic). Once a decision has been made, they stick with it and avoid changing directions quickly or sending mixed messages.

Visionary - Good bosses are also visionary managers, able to clearly see and build a commitment toward a compelling future state. They articulate a sense of direction, map out the path and shepherd the process.

Trustworthy - Good bosses are genuine, have integrity and behave in a manner consistent with their word and values. Employees trust bosses they know to be intelligent, capable and who have a demonstrated track record of acting in their best interest. They give and receive (even invite) feedback, affirmative and constructive. They are fully aware of their scope of power in the organization and in their relationship with employees, and recognize how an off-handed comment or unpleasant glance may ruin someone’s entire weekend.

Accessible and adaptable - Good bosses are able to balance how they give support and direction with the freedom employees need to do their work, acknowledging experience and expertise over their domain. They understand that each employee comes to the workplace with unique experiences, needs and cultural lenses that will require individualized attention and support, and can adapt their own style to ensure effective communication and levels of productivity.

Passionate - Good bosses have a fire in their belly about something — particularly the vision and mission of the organization, the people with whom they work, and whom their products and services are meant to touch. They are the first to roll up their sleeves to contribute and model the level of motivation and quality required for achievement of organizational goals. They help employees stay connected to their own passion by encouraging the sharing of ideas and then helping to shape them to fit within and be supported by the larger organization.

Champions - People want to know that the person to whom they report is on their side, even when mistakes are made. Champions look for opportunities to catch their employees doing a good job and go out of their way to point it out. They don’t take the credit for their employees’ work and they don’t throw an employee under the bus – ever. They “influence up” by being a conduit between their employees and higher level decision-makers, often helping their employees develop the language and influence strategies needed to take an idea to the top of the organization.

Fun - Good bosses are willing to laugh and value a work environment that encourages meaningful relationships between colleagues. They inspire us by making the connection from our head to our heart about the importance of our work and our value to the company.

Here’s the leadership’s next step: Reflect on the list and identify qualities you are modeling. Think about where there is room for growth in your leadership practice — growth that will lead to increased levels of motivation and engagement. Finally, begin encouraging your employees to share their own needs and allow for timely adjustments.

25 Questions | Total Attempts: 4690

Management functions are usually divided among the owners of a partnership
All managers devote the same amount of attention and time to each of the management functions
Executives are the first level of management in a business.
Any employee who plans and organizes his or her work is a manager.
Employees who are not involved in work decisions often will not be especially committed to the work.
An effective manager always finds a way to make decisions with which every employee agrees.
Good leaders understand that they cannot treat all employees alike.
Mary is comparing a number of health insurance plans to offer her employees. Which management function is she MAINLY working on?
A company's chief executive officer is an example of a
Supervisors are MAINLY concerned with which management function?
Which of the following is NOT a good way to develop leadership skills?
- Participate in organizations and activities
- Never ask for help from coworkers to prove you have the necessary skills
- Practice leadership at work
Maeve and Sochelle are both supervisors at Taylor Office Supplies. Maeve has written a memo to Sochelle regarding a shipment of printer cartridges. This is an example of
- Vertical/internal communication
- Oral/internal communication
- Formal/vertical communication
- Horizontal/internal communication
Tiara's employees accomplish the tasks she assigns them because they respect and trust her. This is an example of
No matter how well-liked they are by employees, ALL managers have
Ethical behavior must meet all of the following standards EXCEPT
- It does not harm some while benefiting others
- It is consistent with company values and policies
- Describe the reason a business exists
- Are a written description of a business idea
- Tell what a business wants to achieve
- Outline the important principles that guide company decisions
The BEST way leaders can emphasize the importance of ethical behavior is to
- Write a mission statement
- Post motivational signs around the office
A management style best to use when the work is routine with few new changes
Determining how well a business is accomplishing its goals is part of which function.
Identifying and arranging the work and resources needed to achieve company goals is which management function.
A management style best to use when working under tight time pressures is called
This management function includes all the activities involved in obtaining, preparing, and compensating employees
This management functions involves analyzing information, setting goals, and making decisions about what needs to be done.
A manager who is willing to make unpopular decisions is showing this leadership characteristic.
Directing and leading people to accomplish the planned work of the organization is this this type of management function.