What makes a good leader? Which personality traits do the best trailblazers share? Every organization has its own benchmarks for determining who would make the best head of its teams, but are those qualities really all that different? Research in the field suggests that, on a broad level, employees and employers are looking for similar characteristics in their leaders -- no matter what business they're in. Here are four personality traits that people want in a boss.
Related: 5 Influential CEOs Weigh in What Makes a Good Leader
Results form a November 2014 Pew Research Center Survey showed that 84 percent of the 1,835 respondents considered honesty the most essential personality trait for any leader.
Honest leaders inspire not just through words but through actions. Theyre the kind of leaders who build their teams from the ground up. They understand that effective leadership is built on trust, and that honesty in leadership generates a stronger team dynamic. Honest interactions with employees build the kind of relationships that make success in the workplace attainable for the entire team -- not just the boss.
In the world of personality evaluation, openness is one of the Big Five dimensions of personality that psychologists use to evaluate individuals. It refers to how open an individual is to new experiences and how imaginative and insightful an individual can be.
In 2014, strength-based leadership development experts Jack Zenger and Joseph Folkman performed an analysis of the 33 top leaders at a major telecommunications organization and established 10 personality traits that made those leaders effective. Some of their findings included creating a culture that magnifies upward communication (being open to ideas from all sources); setting stretch goals (keeping an open mind to find dynamic ways to achieve organizational goals); and emphasizing speed (defined as encouraging ideas to be tested first and discussed -- and picked apart -- later). While the study only focused on 33 leaders from one organization, Zenger and Folkman noted their results were consistent with their analysis of leaders from hundreds of organizations across a wide range of industries.