So I developed a new scale: Benevolent Leadership (2023)

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A bridge between ethical sensitivity, spiritual depth, positive engagement and community obedience

So I developed a new scale: Benevolent Leadership (1)


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July 24, 2020


So I developed a new scale: Benevolent Leadership (3)

In this article, I travel back in time and take you to my thesis. Thesis I completed ten years ago. I was at McGill University in Canada at the time and my thesis was on Benevolent Leadership.

So I developed a new scale: Benevolent Leadership (4)

I will review and share the theoretical model of this work with you. I use doodles to illustrate the model and make it accessible and practical for you.

In my thesis, I tried to integrate four paradigms of common good in organizational research: morality, spirituality, positivity and community.
Benevolent leadership is based on the premise that these four research areas can provide managers and practitioners with a theoretical basis and a wealth of knowledge to create the common good in organizations.

Benevolent leaders are those who create observable benefits, actions or outcomes for the common good. The term "public interest" is used in the sense of shared benefit or positive outcomes for members of a society. Well-intentioned leaders thus embody honest and sincere action at work that benefits those around them. Therefore, they tend to do good, kind or charitable deeds because of an obligation to use their developmental and intentional qualities of love and charity.

This study adds to the leadership literature by integrating these four paradigms and examining how leaders can lead to positive change.

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This research examines benevolent leadership and makes three major contributions to organizational research.

The first contribution is of a theoretical nature; the development of a theory-driven conceptual model of benevolent leadership based on four streams for creating common good in organizations; morality, spirituality, vitality and community.

Guide. It requires a broader perspective to | Data Driven Investor Like it or not, managers are cogs in a fast-moving machine that forces them to cut their

The second contribution is the development of an instrument (Benevolent Leadership Scale) to measure the construct of benevolent leadership. This scale consists of four dimensions: ethical sensitivity, spiritual depth, positive involvement, and community obedience.

The third contribution is of an empirical nature; explore possible outcomes of benevolent leadership in organizations.

Benevolent leadership model illustrated with doodles

Benevolence is defined as a philosophical belief in the potential goodness of humanity and the corresponding belief that humans are required to use their natural instincts and develop attitudes of love and charity; a disposition to do good, to perform acts of kindness or charity. This study presents a conceptual model of benevolent leadership based on four common good schools of organizational research:

(1) Moral paradigm based on business ethics, management values ​​and ethics and literature on ethical decision making (emphasis on ethics and management values);

(2) Spirituality stream, based on workplace spirituality and spiritual leadership literature (emphasis on leaders' inner landscapes and spiritual actions);

(3) Vitality Stream, based on positive organizational science and strengths-based approaches (focusing on how leaders drive positive change in organizations and the world); And,

(4) Community Stream based on the literature on Corporate Social Responsibility and Social Citizenship (focusing on managers' contribution to society and community service).

So I developed a new scale: Benevolent Leadership (5)

I argue that the interplay of these four schools of thought can lead to a more complete understanding of benevolent leadership and that their synthesis will lead to a leadership theory that has a stronger and more comprehensive explanatory power than any of these four schools of thought alone.

Such integration is useful in several ways.

First, it is a step towards generating holistic theories of leadership for the common good. Here the emphasis on the public interest is decisive; for benevolent leadership focuses on creating positive change or taking actions that benefit everyone.

Second, the conceptual framework fulfills both normative and pragmatic functions. These four areas provide useful standards and practical guidelines for leaders to drive positive change in organizations.

Third, the resulting model emphasizes the importance of considering all four dimensions when theorizing or researching organizational phenomena.

These four research areas can provide managers and practitioners with a theoretical basis and a wealth of knowledge to create the common good in organizations.

So I developed a new scale: Benevolent Leadership (6)

I define benevolent leadership as the process of creating a virtuous cycle of nurturing and initiating positive change in organizations through:

  • ethical decision making,
  • be meaningful
  • Instill hope and encourage positive action, and
  • have a positive impact on the wider community.

Benevolent leaders are those who create observable benefits, actions or outcomes for the common good.

The term "public interest" is used in the sense of shared benefit or positive outcomes for all or most members of a society.

Well-intentioned leaders represent honest and sincere action at work that benefits those around them. Therefore, they tend to do good, kind or charitable deeds due to a sense of obligation to use their developmental and intentional qualities of love and charity.

Benevolent leadership differs from other concepts of leadership in that it focuses on creating observable benefits, actions, or outcomes for the "common good." The term common good has gained popularity over the past twenty years; as in books like "For the common good: restoring the economy for society, the environment and a sustainable future"of "Leadership for the Common Good: Managing Public Issues in a World of Shared Power".

The call to understand the roots, characteristics and outcomes of benevolent leadership is timely for several reasons. First of all, there is dissatisfaction with the management, which is reflected in a growing crisis of confidence in the management. Concretely, it manifests itself in company layoffs, psychological withdrawal of people from work, economic recession with rising unemployment, a sense of betrayal caused by downsizing and restructuring, and ethical scandals.

Both the academic and professional management literature is replete with compelling examples of business leaders abusing power and acting selfishly. This crisis of confidence in leadership was also reflected in the global financial crisis of 2008, which had moral and ethical roots, such as unchecked greed. We see similar signs in the current economic crisis, which has been caused and exacerbated by the coronavirus.

In addition to managerial dissatisfaction, there is increasing uncertainty and turnover in today's workplace due to technological advances, mergers and acquisitions, and increasing globalization. Waves of change sweeping the business world include artificial intelligence, digitization, hyper-competition, increased volatility, changing demographics and a highly turbulent environment.

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So I developed a new scale: Benevolent Leadership (7)

In addition, increasing complexity and interdependence mean that change is increasingly non-linear and unpredictable. The resulting competitive and economic pressures have led to massive cost-cutting, massive downsizing and increased stress. Over the past decade, four million jobs have been cut by Fortune 500 companies, causing severe emotional damage to the affected employees and families (victims), as well as the colleagues and leaders left behind in their organizations (survivors ).

Many downsizing, restructuring and reorganization strategies over the decades have resulted in changing the old psychological contract that offered job security in exchange for loyalty. Today's managers are faced with employees whose attitudes are not characterized by trust and commitment; but of skepticism, fear and cynicism. Because of these changes, the old competitive and hierarchical management models that have served us in the past are no longer suitable for the many challenges described above. There is a need for a new approach to management that better meets these unique challenges.

In the past decade, a paradigm shift in management theory and practice has been discussed. Although no consensus has been reached on the name of this new management concept, it is increasingly recognized that some of the major research topics in management revolve around morality, spirituality, positive change and social responsibility.

Articulating the role of managers as agents of positive change in organizations is of theoretical and practical importance. To understand how leaders contribute to the world around them, researchers have adopted many concepts and theories from other disciplines, such as business ethics, workplace spirituality, positive organizational science, appreciative inquiry, and corporate social responsibility.

All of these areas seek to help managers better meet the challenges of the competitive, materialistic business landscape. However, an eclectic integration of these different areas into a broader framework of benevolent leadership has not yet been achieved. The confluence and synergy of all these areas through a conceptual model of benevolent leadership could mark a turning point in how organizations are brought to life.

I conducted an interdisciplinary literature review to identify alternative theories and streams of research on how leaders facilitate and initiate positive change in organizations. This assessment was supported by an automated search for keywords such as ethics, values, virtues, spirituality and positive change.

Through an inductive investigation of the content and intellectual heritage of these theories, I found that most of them could be grouped into four basic schools of thought. Each of these four schools of thought has a rich and long-standing intellectual tradition, although different disciplines use different terminologies.

The benevolent management model we propose is based on three key assumptions. First, these four streams relate to the creation of common good in organizations. They can be used to promote and initiate positive change in organizations. Second, these four schools of thought differ in that, although they interact to a great extent, the goals they pursue are not interchangeable. Third, these four schools of thought provide a holistic set of assumptions and research into creating common good in organizations.

These four currents together can therefore give us the cornerstones of a conceptual management model.

This study adds to the management literature by arguing for an integration of these four schools of thought. More specifically, the benevolent leadership model is at the intersection of four major lines of research in organizational behavior.

First within ethics, I build on the literature on leadership values ​​and ethical decision-making, which shows that ethical principles are critical elements in explaining how leaders act ethically.

Second, in the area of ​​spirituality, I draw from research on workplace spirituality and spiritual leadership, which portrays leaders in search of meaning, deeper self-awareness, and transcendence, to explore how leaders integrate spirituality into their actions in the workplace.

Thirdly, in the Vitality Stream I build on strength-based approaches; such as positive psychology, positive organizational behavior, positive organizational science and appreciative research to develop theoretical insights into how leaders nurture human strengths and lead to positive change in work organizations.

Fourth, in the community stream, I draw from research on corporate social responsibility, corporate social responsibility, and organizational citizenship behavior to examine how leaders fulfill their social responsibilities and contribute to their communities.

These four schools of thought are useful research objects for exploring how leaders create positive change in organizations and the world around them. It is useful to think of these streams as four overlapping circles that share a common conceptual space yet have distinct intellectual properties.

So I developed a new scale: Benevolent Leadership (8)

I developed a benevolent leadership scale by building on four streams of organizational research that focus on key aspects of leadership responsibility to create the common good:

  • (1) ethical sensitivity,
  • (2) spiritual depth,
  • (3) positive engagement and
  • (4) Community responsiveness.

The benevolent leadership model emphasizes the importance of considering all four dimensions when theorizing or researching positive change in organizations. Most of the research to date has focused on only one of these leadership roles; while the benevolent leadership model is based on summarizing and considering all these four dimensions.

My goal was to develop a multidimensional, theory-based measure of benevolent leadership (the Benevolent Leadership Scale (BLS)) and provide preliminary evidence for its construct validity.

I operationalized the construct of benevolent leadership using the Benevolent Leadership Scale (BLS), which consists of four subscales.

ethical sensitivityrefers to the manager's process of moral reflection and consideration of what is right and wrong behavior in the workplace.

spiritual depthrefers to the manager's search for meaning and purpose in work.

Positive engagementrefers to creating positive change in the organization by inspiring hope and courage.

Finally,Community Responsivenessrefers to the role of leadership in solving societal problems and enabling social innovation to contribute to society.

So I developed a new scale: Benevolent Leadership (9)

I used both deductive and inductive approaches to product generation to assess how managers exhibit benevolent leadership. Initial content specifications were developed based on the following:

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  • an in-depth review of the literature on four lines of research that represent four anchors of benevolent leadership,
  • Pilot interviews with three managers about what benevolent leadership and benevolent leadership are, and
  • a series of academic discussions and meetings with field experts focusing on construct clarity, validity and subject validation.

After reading approximately 300 articles and books on four lines of organizational science research aimed at creating the common good, I conducted pilot interviews with ten managers in Canada. I have used theoretical sampling to identify individuals who have significant experience and idealism in creating positive change in their organizations. To assess the appropriateness of the above categories, I asked these managers to describe a person they considered a benevolent leader (for example: What made him or her a benevolent leader?). Their responses were then analyzed for content. The new categories were broadly similar to those just described (resulting in 90% similar themes in content analysis) and provided early evidence for the multidimensionality of the benevolent leadership construct.

Based on this extensive literature review, pilot interviews, and content analysis, the four subscales above were deemed appropriate to represent the benevolent leadership concept.

Subsequently, a pool of 20 to 25 topics was created for each dimension based on four research streams and including strategies for developing structured topics. I theoretically derived a total of 90 sample items that were later refined to 40 items that best represent the proposed content areas and were considered the least ambiguous and most supported. The articles are written in four research lines for clarity and coherence with the theoretical descriptions and previous work. The revised items were then tested for spurious validity by three subject matter experts.

I made sure that the items in each of the four subscales:

  • captured both benevolent management attitudes and behaviors;
  • was theoretically consistent with the identified and proposed leadership behaviors in each branch of research;
  • Measurement of multiple attitudes or behaviors in one item was avoided to reduce ambiguity and error.
So I developed a new scale: Benevolent Leadership (10)

The first subscale,ethical sensitivity, contained 10 items that reflected the moral principles and ethics of managers at work; as "When I make a management decision at work, I think about the ethical consequences of my decision", i"I challenge my colleagues if they deviate from ethical values ​​at work."

So I developed a new scale: Benevolent Leadership (11)

The second subscale,spiritual depth, contained 10 items that capture leaders' search for meaning and self-reflection and the integration of spirituality into work; as "I feel alive and passionate when I put my soul into the work"i"I believe that we are all connected and part of a meaningful whole.”

So I developed a new scale: Benevolent Leadership (12)

The third subscale,positive Engagement, contains 10 elements that express the manager's passion for initiating and driving positive change in the organization; as "I try to give those around me hope and courage to act positively"i"I am confident that we are capable of achieving desired results or positive results in this organization.

So I developed a new scale: Benevolent Leadership (13)

The fourth subscale,Community Responsiveness, including 10 points that express a leader's sensitivity and idealism in leaving a social legacy and contributing to the community; as "I go above and beyond my job description to contribute to my community and the world"i"I am actively involved in social responsibility projects for the benefit of the community.”Responses were on a 5-point scale from 1 (Strongly disagree) to 5 (Totally agree).

The Benevolent Leadership Scale is an additive index composed of these four subscales. An additive index implies that these four dimensions complement each other and together form the construct of benevolent leadership. The psychometric properties of the proposed scale are assessed using standard methods presented in the next section.

So I developed a new scale: Benevolent Leadership (14)

I have tested the Benevolent Leadership Scale on several international examples, but that is the subject of another post. In further research, I would like to operationalize the benevolent leadership construct with different examples and cultural contexts to improve generalizability and further confirm the discriminant, convergent, and predictive validity of the benevolent leadership scale.

The benevolent management model allows for the integration of several areas of organizational research aimed at creating the common good: business ethics, workplace spirituality, positive organizational science and corporate social responsibility. I have proposed the use of benevolent leadership as a unifying construct to guide further research in these areas.

Inclusion of the Benevolent Leadership Scale in future studies of positive organizational science, leadership, business ethics, and workplace spirituality will allow scholars to take stock of measuring different benevolent tendencies in leaders.

The crisis of confidence in organizational leadership has become a major concern in business.

The new challenges require a new level of courageous, principled and inclusive leadership. In response, I propose benevolent leadership that simultaneously balances ethical, spiritual, transformative, and social concerns.

As organizations seek to address ethical, spiritual, transformational and social challenges; A benevolent leadership model can give leaders a new perspective on tackling and solving these complex problems.

Interview-based methods can provide detailed descriptions of how well-intentioned leaders drive positive change in organizations. Longitudinal studies could describe the processes by which well-intentioned leaders think about themselves, make decisions, take positive actions, improve organizational effectiveness, and influence those around them.

There are alternative leadership styles that leaders can use to achieve positive results, such as: B. ethical leadership, spiritual leadership, transformational leadership, and servant leadership. Future research is needed to explore how different leadership styles and roles relate to and complement each other to create shared well-being in organizations.

The antecedents of benevolent management also offer research opportunities. For example, variables such as emotional intelligence, flexibility, and openness to experience, or situational variables such as education, organizational culture, and dealing with benevolent leaders may serve as precursors.

A clear assessment and measurement of the organizational results of benevolent leadership is a crucial agenda for further research. Benevolent leadership may be positively associated with other positive outcomes, such as job satisfaction, vitality, innovative work behavior, and perceptions of organizational effectiveness. The extent to which benevolent leaders promote positive organizational outcomes is a promising source of empirical research.

The benevolent leadership model suggests that these four dimensions form a meaningful whole and a comprehensive toolkit for leaders interested in creating positive change.

The vitality and usefulness of the benevolent leadership model is based on the insight and big picture it provides leaders in their workplace decisions and actions. Without such integration at a significant level of differentiated thinking and balanced action, managers could face the danger of analytical paralysis and partial decision-making.

So I developed a new scale: Benevolent Leadership (15)

This study argues that leveraging four critical cores of benevolent leadership will be a critical success factor in leading positive change and creating community good in 21st century organizations.

As organizations devote enormous resources to creating the common good, the need for a better understanding of benevolent leadership continues to grow. While not a definitive statement on the subject, this study adds to the growing body of evidence that doing good helps organizations thrive. By understanding how leaders enable positive change in organizations, we can discover new ways to create "common goods" for our communities. As such, this paper adds to the positive organizational science literature that helps uncover the dynamics toward positive change in human systems.

I hope this article (and my research) on benevolent leadership has been helpful to you.

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What are the qualities of a benevolent leader? ›

Benevolent leaders are those who create visible benefits, actions or outcomes for the common good. The common good in this sense is the benefit of all or most of the members of a community [64, 65]. Benevolent leaders exemplify honest and genuine action at work to the benefit of those around them.

Does benevolent leadership consistently lead to employees voluntary behaviors? ›

Benevolent leadership influenced three voluntary behaviors of employees directly and indirectly through enhanced gratitude. Emotional trust moderated the relationship between work care and employee gratitude such that the positive relationship was stronger for employees with higher emotional trust levels.

What is the focus of a leader who adopts a benevolent style of leadership is his her people? ›

CHARACTERISTICS OF A BENEVOLENT LEADER INCLUDE: A benevolent leader is aware of what is going on around them and recognizes they are the creator of everything in their lives. A benevolent leader asks what it will take to create more in the world for everybody, not just for themselves.

What is an example of a benevolent leader? ›

Lee Kuan Yew

Therefore, Lee has been referred to as a benevolent dictator. As a leader who was in power for thirty-one years from 1959 until 1990, he implemented some laws that were deemed by some observers to be autocratic, and attempted to dismantle political opposition by engaging in defamation lawsuits.

What are the three 3 effects of being a compassionate leader in the workplace? ›

Compassion in organizations

Organizations where compassion prevails, have employees with reduced stress and more job satisfaction (Fineman, 2000). Additionally, workplace compassion also invites more loyalty, dedication, and employee engagement.

What are the three main leadership behaviors? ›

And each successful leader develops a style based on their own personality, goals, and business culture based on one of these three leadership styles: autocratic, democratic, and laissez-faire.

What are the characteristics of benevolent authoritative leadership style? ›

Benevolent Authoritative style - top-down communication, little feedback, use of rewards, dominance of the methods of “sugar,” manager decides. Consultative style - two-way communication, intensive feedback, manager makes a decision after consultation.

What leadership style is the most effective leadership role? ›

The democratic leadership style is one of the most effective because it encourages everyone to participate in all processes, share their opinions, and know that you will hear them. It also encourages employees to be engaged because they know you will hear their feedback.

What is benevolent authoritative leadership? ›

Benevolent Authoritative System

They do not use methods of threats. However, the employees are rewarded and punished as per their performance in the organization. In this system of management, the employees are involved in some of the decision making processes. But the ultimate power lies in the hands of the superiors.

What is benevolent authoritative style of management? ›

The benevolent authoritative system uses less control over employees than the exploitative authoritative system, however, this system motivates employees through potential punishment and rewards. Lower-level employees are more involved in the decision-making processes, but are still limited by upper management.

What are 4 leadership traits of a good leader? ›

Effective leaders are competent, skilled, secure, and considerate. These leaders find time for everyone; they are genuine and authentic in their communications and actions. People matter to them, and they openly demonstrate this fact to their employees.

What are 4 important leadership qualities? ›

Good leaders possess self-awareness, garner credibility, focus on relationship-building, have a bias for action, exhibit humility, empower others, stay authentic, present themselves as constant and consistent, become role models and are fully present.

What makes a great leader? ›

A good leader should have integrity, self-awareness, courage, respect, empathy, and gratitude. They should be learning agile and flex their influence while communicating and delegating effectively. See how these key leadership qualities can be learned and improved at all levels of your organization.

What are 2 examples of benevolence? ›

Benevolence is an act of kindness or an inclination to be kind. It's the quality of someone who volunteers in a soup kitchen, tutors children for free, and helps old ladies cross the street. Helping your grandmother with her groceries is an act of benevolence — as long as she doesn't pay you a dollar per bag.

What does a benevolent person value? ›

One who is benevolent genuinely wishes other people well, a meaning reflected clearly in the word's Latin roots: benevolent comes from bene, meaning "good," and velle, meaning "to wish." Other descendants of velle in English include volition, which refers to the power to make one's own choices or decisions, and ...

What is benevolent behavior? ›

and. . Benevolence: A person acts benevolently if he unilaterally pays a cost. to increase the benefit of someone else beyond one's own.

What are 3 skills for strong leadership? ›

Valuable leadership skills include the ability to delegate, inspire and communicate effectively. Other leadership traits include honesty, confidence, commitment and creativity.

What are the three 3 C's of an effective leader? ›

Competence, commitment and character -- three equal, but required traits -- none more important than the other. Leadership is both an art and science, and requires practice to hone, but mastering the three "C's" will provide a strong foundation upon which to grow.

What are the 3 C's of effective changed leadership? ›

The 3 C's of Change Leadership
  • Communicate. Many leaders jump feet first into change, without taking a breath to focus on the 'what' before the 'how'. ...
  • Collaborate. To be an effective change leader, it is important to engage and collaborate with your team. ...
  • Commit.
Feb 16, 2021

What are the 3 C's compassion? ›

Curiosity, courage, and compassion. Ren: I love the 3 C's: Curiosity, courage, and compassion.

What is the key to leadership? ›

To be an effective leader, you must understand your own motivations, strengths and weaknesses. Great leaders connect with their team by facilitating open communication, encouraging employee growth and development, and giving and receiving feedback.

What are 5 behaviors good leaders demonstrate? ›

The authors discovered that when leaders experience their personal best, they display five core practices: they Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. Jim and Barry called these behaviors The Five Practices of Exemplary Leadership®.

How a good leader should behave? ›

Here's a list of ways you can behave like a leader:
  • Be honest. ...
  • Be confident in your decisions. ...
  • Be approachable. ...
  • Provide objective feedback. ...
  • Lead by example. ...
  • Create a reward program for staff members. ...
  • Address potential issues before they become problems. ...
  • Pay attention to the needs of individual employees and try to meet them.
Feb 3, 2023

What are the disadvantages of benevolent leadership? ›

Making difficult decisions seems… more difficult. Benevolent managers are still managers, and they too will have difficult decisions to make from time to time. Letting someone go, for instance, is sometimes necessary and it will probably feel it's in contradiction with their management style.

Is benevolent a good thing? ›

/bɪˈnɛvələnt/ Choose the adjective benevolent for someone who does good deeds or shows goodwill. If your teacher collects homework with a benevolent smile, she's hoping that you've done a good job.

Which leadership style is based on the combination of benevolence and strong discipline and authority? ›

Paternalistic leadership is characterized by a combination of strong discipline and authority, fatherly benevolence and moral integrity (Cheng et al.

What is the most liked leadership style? ›

Democratic leadership is one of the most popular leadership styles because it involves input from the entire team and fosters employees' sense of ownership in their work.

Which leadership style is best for motivation? ›

Highly motivating leaders…
  • Share a common vision and purpose. ...
  • Set clear goals and expectations. ...
  • Encourage employee self-development. ...
  • Provide opportunities for collaboration. ...
  • Foster healthy workplaces. ...
  • Give positive feedback and reward hard work. ...
  • Communicate effectively with employees.
Jan 6, 2023

What is your leadership style interview answer? ›

Sample answer: “Leadership is about collaboration and inspiring others to do their best work. I aim to be direct and collaborate with my team members by delegating tasks, leading by example, and making sure they know I care.”

What does system 2 benevolent authoritative management emphasize? ›

System 2 - Benevolent Authoritative: The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy. The superior has condescending confidence and trust in subordinates (master-servant relationship).

What are some examples authoritative leadership? ›

More obvious, and negative, examples of authoritative leadership include dictators such as Adolf Hiter, Benito Mussolini, and Kim Jong-un. They used their authority to control those working under them, and not accept any deviation from their vision. Martha Stewart.

What is benevolence in management? ›

A benevolent leader actively listens and understands that every employee has a life outside of work. They are therefore accommodating and encourage employees to create balance between their professional, emotional, and personal lives. This fosters empathy and compassion toward employees and colleagues.

What are the elements of benevolence? ›

Hoy & Tschannen-Moran [11] also defined benevolence as the confidence that another party has the other's best interests at heart and will protect them by demonstrating caring, sincerity, discreteness, fairness, goodwill, empathy, a lack of opportunism, equitability, and altruism.

What are the 7 leadership qualities of great leaders? ›

While some people might naturally be drawn to management roles, good leadership is a combination of skills that anyone can master.
  • Strategic thinking. ...
  • Delegation. ...
  • Communication. ...
  • Integrity. ...
  • Empathy. ...
  • Flexibility. ...
  • Enthusiasm.
Jul 30, 2021

What is benevolent personality type? ›

Empathy: One of the key characteristics of a benevolent person is their empathy. They are able to put themselves in the shoes of others and understand their feelings and needs. This allows them to be more compassionate and understanding towards others, and to feel a sense of responsibility to help those in need.

What are the four 4 most important leadership characteristics? ›

Effective leaders are competent, skilled, secure, and considerate. These leaders find time for everyone; they are genuine and authentic in their communications and actions.

What are the five traits of successful leadership? ›

Anyone wearing the leadership mantle would do well to focus on improving these 5 characteristics crucial to effective leadership:
  • Honesty and Integrity. There's much truth in Dwight. ...
  • Communication skills. ...
  • A willingness to delegate and empower. ...
  • Commitment and Passion. ...
  • Confidence.

What are five characteristics and qualities of effective leaders? ›

A good leader should have integrity, self-awareness, courage, respect, empathy, and gratitude. They should be learning agile and flex their influence while communicating and delegating effectively. See how these key leadership qualities can be learned and improved at all levels of your organization.

What is an example of benevolent? ›

kind and helpful: He was a benevolent old man and wouldn't hurt a fly. He is generally viewed as a benevolent figure in history. He describes himself as "a benevolent dictator."

How do you develop benevolence? ›

How to Become More Benevolent
  1. Recognize it as our Normal State. It helps me to know that benevolence is our normal state. ...
  2. Become Aware of What it Feels Like. ...
  3. Nurture it Through Self-Care. ...
  4. Make it Your Daily Intention. ...
  5. Return to Your Breathing Often. ...
  6. Cultivate Gratitude. ...
  7. Greet Others Warmly. ...
  8. Make Positive Assumptions.

What is the best quality of a leader? ›

What are 10 Leadership Qualities of Great Leaders?
  • Possess Self-awareness. One of the most important qualities of a good leader is self-awareness. ...
  • Garner Credibility. ...
  • Focus on Relationship Building. ...
  • Have a Bias for Action. ...
  • Exhibit Humility. ...
  • Empower the Team. ...
  • Stay Authentic. ...
  • Present Yourself as Constant and Consistent.

What is the most important trait of leadership? ›

Responsibility & Dependability. One of the most important qualities a leader can have is a sense of responsibility and dependability. This means displaying those traits in your individual work, but also demonstrating them in your interactions with others.

How do we know that a leader is a true leader? ›

Simply put, a true leader leads by example, fostering strong relationships with individuals and teams alike and ensuring that all reach their full potential while, importantly, achieving organizational goals.

What does kind benevolence mean? ›

desire to do good to others; goodwill; charitableness: to be filled with benevolence toward one's fellow creatures. an act of kindness; a charitable gift: She bequeathed many benevolences from her vast fortune.

Who is a benevolent ruler? ›

Benevolent Rulers (also known as Conquerors) are the good counterparts to Tyrants. They are powerful heroes who seek to conquer or have already conquered a certain area, and try to make it into the better place for their people.

Which of the Big Five personality traits is benevolence seeking? ›

Agreeableness. Agreeable individuals tend to value benevolence, tradition, and conformity while avoiding placing too much importance on power, achievement, or the pursuit of selfish pleasures (Roccas, Sagiv, Schwartz, & Knafo, 2002).


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Name: Nicola Considine CPA

Birthday: 1993-02-26

Address: 3809 Clinton Inlet, East Aleisha, UT 46318-2392

Phone: +2681424145499

Job: Government Technician

Hobby: Calligraphy, Lego building, Worldbuilding, Shooting, Bird watching, Shopping, Cooking

Introduction: My name is Nicola Considine CPA, I am a determined, witty, powerful, brainy, open, smiling, proud person who loves writing and wants to share my knowledge and understanding with you.