Multifaceted and Challenging: The Expectations of Leadership

What It’s About

Leaders stand at the centre of every organisation. Their decisions, behaviours, and values shape not only the corporate culture but also the engagement and performance of their employees. The expectations placed on leaders are diverse and complex, grounded both in practical demands and moral and ethical principles. This article explores the different facets and meanings of the expectations placed on leaders and examines how these expectations influence the leadership and management of staff.

Philosophical Foundations of Expectation

Expectations of leaders can be traced back to various philosophical theories. In ethics, for instance, Kant and Aristotle emphasise moral responsibility and virtue. Kantian ethics suggests that leaders have a moral duty to treat their employees with respect and dignity. Aristotle, on the other hand, emphasises the importance of virtues and character, arguing that good leadership is based on the development and practice of virtues such as justice, wisdom, and courage.

Within the context of utilitarianism, advocated by philosophers like Jeremy Bentham and John Stuart Mill, the focus is on the consequences of actions. Leaders, therefore, should make decisions that promote the greatest happiness and well-being for the largest number of people. This perspective emphasises the responsibility of leaders for the impact of their decisions on the well-being of their employees and the entire organisation.

Expectations of Moral Integrity

One of the most fundamental expectations of leaders is moral integrity. Employees and other stakeholders expect them to act honestly, transparently, and ethically. Moral integrity means that leaders remain true to their principles and base their decisions and actions on ethical convictions. This fosters trust and respect and forms the foundation of strong and stable leadership.

Moral integrity also manifests itself in responsibility and accountability. Leaders must be willing to take responsibility for their actions and be accountable for their decisions. This promotes a culture of transparency and trust within the organisation, which in turn strengthens employee engagement and loyalty.

Expectations of Communication Skills

Effective communication is another central expectation. Leaders must be able to convey their vision, goals, and expectations clearly and understandably. This includes not only verbal communication but also non-verbal signals and the ability to listen actively. Good communication skills foster collaboration and mutual understanding and help avoid misunderstandings and conflicts.

Transparent and open communication creates an environment in which employees feel safe to express their opinions and concerns. This encourages a culture of trust and openness where ideas and innovations can flourish. Leaders must continuously work on their communication skills to ensure they can convey their messages clearly and effectively.

Expectations of Emotional Intelligence

Emotional intelligence is a key competency for leaders who need to understand and manage both their own emotions and those of their employees. This includes the ability to show empathy, resolve conflicts, and create a supportive and positive working environment. Emotional intelligence fosters interpersonal relationships and strengthens trust and collaboration within the team.

Leaders with high emotional intelligence can recognise and address the needs and concerns of their employees. They create an environment in which employees feel valued and supported, which increases their motivation and engagement. Emotional intelligence also helps manage stress and challenges and strengthen their resilience, which is particularly important in times of uncertainty and change.

Expectations of Strategic Thinking

Employees and stakeholders expect leaders to develop and implement a clear vision and strategy for the organisation’s future. This requires strategic thinking and the ability to set long-term goals and plan the necessary steps to achieve them. Leaders must be able to understand complex interrelationships and make informed decisions that promote the organisation’s long-term growth and success.

A clear and convincing vision inspires and motivates employees and provides them with a common goal to work towards. Strategic thinking also includes the ability to identify and respond to opportunities and risks. Leaders must be flexible and adaptable to respond to changes in the market environment and technology while keeping their long-term goals in mind.

Expectations of Promoting Innovation

Innovation is a crucial driver of an organisation’s long-term success and growth. Therefore, leaders are expected to foster a culture of innovation where creativity and new ideas can thrive. This requires the willingness to take risks and try unconventional approaches. Leaders must encourage their employees to explore new avenues and develop innovative solutions that strengthen the organisation’s competitiveness.

Promoting innovation also involves creating an environment where mistakes are viewed as learning opportunities. Leaders must foster a culture of experimentation and continuous improvement where employees feel safe to take risks and learn from their experiences. This strengthens the organisation’s resilience and adaptability, contributing to its long-term success.

Expectations of Employee Development and Promotion

Another central expectation is the ability and willingness to develop and promote their employees. This includes identifying and nurturing talent, providing training and development opportunities, and supporting the professional and personal growth of their employees. Leaders must act as mentors and coaches who encourage and support their employees to reach their full potential.

The development and promotion of employees contribute not only to individual performance and satisfaction but also strengthen the overall performance and engagement of the team. Leaders who invest in the development of their employees create a culture of growth and continuous improvement, which fosters the organisation’s long-term competitiveness.

Expectations of Ethical Conduct and Social Responsibility

Ethical conduct and social responsibility are further central expectations of leaders, who must ensure that their decisions and actions align with the ethical standards and values of the organisation. This includes the responsibility to create fair and equitable working conditions, respect the rights and dignity of employees, and contribute to the well-being of the community and the environment.

Leaders must also ensure that their organisations act sustainably and socially responsibly, considering their social and environmental impact. This not only strengthens the trust and loyalty of employees but also enhances the organisation’s reputation in society.

Expectations of Managing Change and Uncertainty

In a constantly changing world, leaders must be able to manage change and uncertainty and guide their organisations through times of transition. This requires flexibility, adaptability, and the ability to make clear and decisive decisions in uncertain times. Leaders must lead their employees through change by providing direction and support and maintaining a positive and confident attitude.

The ability to manage change and uncertainty strengthens the organisation’s resilience and adaptability and contributes to its long-term success. Leaders must be prepared to explore new paths and find innovative solutions to respond to changes in the market environment and technology.

Expectations of Fostering a Positive Corporate Culture

Creating and fostering a positive corporate culture is another key expectation of leaders. A positive corporate culture is based on values such as respect, openness, collaboration, and trust and creates an environment in which employees feel comfortable and supported. Leaders must act as role models for the desired behaviours and values and ensure that these are shared and lived throughout the organisation.

A positive corporate culture fosters employee engagement, satisfaction, and performance, contributing to a harmonious and productive working environment. Leaders must continually work to maintain and develop the corporate culture, ensuring that it meets the needs and expectations of their employees.

Conclusion

The expectations of leaders are diverse and complex, encompassing both practical requirements and moral and ethical principles. Leaders must be able to meet these expectations and successfully lead their organisations. This requires the continuous development of their skills and competencies, as well as a conscious engagement with their own values and beliefs.

By understanding and implementing the various facets of expectations, leaders can build a positive and successful leadership relationship with their employees. They create an environment where trust, respect, collaboration, and innovation can thrive, thus contributing to the organisation’s long-term success and sustainable development. Fulfilling the expectations of leadership is not just a matter of individual performance but also an issue of ethical responsibility and contribution to the well-being of society as a whole.