IN this book, John Sosik relies on extensive psychological and leadership studies to reveal the core leadership attributes and character traits that distinguish competent leaders from their less effective counterparts.
According to a Harvard University study conducted in 2005, there is a leadership crisis in America and, by extension, the rest of the world. Participants in this study indicated that most leaders lack key qualities such as integrity, competence, business acumen and the ability to inspire others. Another study, this time undertaken by a Gallop Poll, found that 72% of workers dislike, or even hate their jobs, to the extent that they perform well below their potential. These conclusions applied to leaders in all walks of life, including business leaders, politicians, government officials, religious leaders and those heading parastatals, amongst others.

In contrast to those leaders who are ineffective, Sosik profiles 25 great leaders who succeeded in the face of significant adversity; he refers to a wide spectrum of people ranging from well known characters such as Mother Theresa to the lesser known author and poet Maya Angelou.

How then are effective leaders different from their mediocre counterparts? According to Sosik they are “transformational leaders of character”. They are people who build appropriate cultures, inspire and motivate others towards their highest achievements, and lead organizations through periods of change.

To achieve these ends, Sosik refers to the four elements of Transformational Leadership (according to Professor Bernard Bass of the State University of New York); Idealized Influence, Inspirational Motivation, Intellectual Stimulation and Individualized Consideration.

Idealized Influence

refers to those who are worthy role models because they act with integrity. They let their values be known and their actions are consistent with their expressed beliefs. Because these leaders refuse to abuse, take advantage or manipulate people, they can be trusted. Consequently, they exert enormous influence on their followers who willingly support them, knowing that their leader will not place self interests ahead of the best interests of the organisation as a whole.

Inspirational Motivation
Transformational leaders inspire others. They encourage staff to always do their best and they provide support. These leaders clearly specify the purpose of their organisations (Mission) and they articulate an inspiring Vision that is compelling. Visionary leaders focus the attention of employees on goals and provide recognition and rewards for achievements.

Intellectual Stimulation
Intellectual stimulation does not occur in an environment of red tape and restrictive policies and procedures. Bureaucracy is kept to a minimum and people are empowered to make decisions and take action. Staff is given the freedom to question existing practices and strive for continuous improvement. Change and innovation are encouraged and staff development is a priority amongst transformational leaders.

Individualized Consideration

Great leaders are relatively ego-free. This means that they care about others and are able to listen to concerns in order to understand the perspectives, needs and views of staff and customers alike. They don’t defend wrongs and they don’t see what they want to see (selective perception). Rather, they seek to hear what others have to say and give genuine consideration to individual needs because they truly perceive everyone to be important.

Transformational leaders do not sit in the rarified atmosphere of ivory towers.  They are surrounded by their staff, they are accessible to their people and they are approachable.

In the book, Sosik makes a distinction between “authentic” Transformational Leadership and what he calls “pseudo” Transformational Leadership. Leaders who fall in the latter group are set on enriching themselves, acquiring power and pursuing vested interests at the expense of others. Examples of people who fall into this category are Adolf Hitler, Joseph Stalin and a host of business leaders such as the executives of Enron, Arthur Andersen, WorldCom and, more recently, those greedy and self serving executives that precipitated the global financial crisis of 2008.

In support of the four elements of Transformational Leadership, Sosik refers to the work of psychology Professors, Martin Seligman and Christopher Peterson, who have identified six virtues.

Virtues 1 & 2 – Wisdom and Knowledge.   These are cognitive strengths that entail the acquisition and application of know-how and information. For this virtue to become a reality in the workplace, leaders need to acquire five character traits, namely: creativity, curiosity, open-mindedness, love of learning and the ability to have a sense of perspective (seeing things from all sides to take account of divergent views).
Virtue 3 – Courage. This is an emotional strength that involves the exercise of will to do what is right and accomplish goals in the face of opposition. This virtue embraces seven character strengths: bravery (not shrinking from threats, difficulties and a willingness to be politically incorrect if it is justified), persistence, integrity, vitality (approaching work and life with excitement and energy), love, kindness, and social intelligence (being aware of the motives and feelings of oneself and others).

Virtue 4 – Justice. This is a civic strength that underlies healthy community. There are three character strengths for this virtue: citizenship (working as a member of a team and being loyal to a group), fairness and leadership (getting things done whilst maintaining high morale and good relationships).

Virtue 5 – Temperance. This factor protects against excesses. Four strengths characterize this virtue: forgiveness and mercy, humility and modesty, prudence (not taking undue risks but, at the same time, not shying away from calculated risks), self regulation (discipline).

Virtue 6 – Transcendence. This virtue forges connections to the world at large and provides meaning. Five character strengths are needed for transcendence: appreciation of beauty and good work, gratitude, hope, a sense of humour, and spirituality (having coherent beliefs about a higher purpose and the meaning of life).

CONCLUDING COMMENTS

Leading with Character consolidates some excellent research and provides a compelling view of what good leadership is all about, with plenty of examples. For leaders who are prepared to face reality, it can be used as a checklist to evaluate their own effectiveness. For those willing to undertake this cross examination, this book will prove valuable. However, whilst the author provides the “what” of leadership, one would still have to acquire the “how”.

*This is a synopsis of a book written by John Sosik entitled Leading with Character, Stories of Valor and Virtue  and the Principles they teach. The synopsis  was written by Dr Ray Laferla, CEO of Integrated Human Dynamics. Dr Laferla is an international trainer and consultant on leadership development and strategy. He may be contacted at This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

BY RAY LAFERLA

Comments (0)

Show/Hide comments

Show/Hide comment form