Leadership, of all the intangibles required in an office or workplace, is oft the hardest one to define. It comes in all different forms: lead by example, vocal leadership, or silent and stoic, all legitimate ways of rising above others and guiding them to success. Yet, a good leader must also be a group member, a leader of people, not an "other" who barks out orders while reclining with their feet up. 

 

In between the two seemingly dichotomous styles, a sacred middle ground is populated by the great leaders of all time, men and women alike, who have crested the mountaintop and, from high above, have surpassed all those who came before them both with the strength of their convictions and inspiring calls to action, galvanizing the populous below. 

 

Leadership cannot be artificially cultivated through promotion or simple manifestation; it must be grown organically, first through organized self-improvement and then reinforced by those around you. "Before you become a leader, success is all about growing yourself. When you become a leader, success is all about growing others", said Jack Welch, former CEO of General Electric, a man who led his company to unparalleled success in his tenure as CEO. 

 

As Welch points out, leadership in its purest form is and should be about the growth of others, as opposed to the focus on the "self" many perceive it to be. Once a person isolates themselves in a leadership position, they immediately sever any connection to what made them a leader in the first place. Authentic leadership is created and maintained through open lanes of communication highways that pulse laden with information from the top of an organization to the bottom. 

 

James C. Humes, a former speechwriter for Dwight D. Eisenhower and crafter of the Apollo 11 plaque, once said, "The art of communication is the language of leadership." The symbiotic nature of the two exercises demonstrates how competent a good leader must be in both practices. Their relationship more closely resembles that of the square and rectangle, wherein strong leadership does not make a good communicator, but a strong communicator makes a strong leader. 

 

How is leadership created? How is it sustained? How do I become a better leader? As evidenced above, it all starts with a strong foundation of communication, a skill that, if it remains undeveloped, would have humans still amazed by the magical properties of fire. The second layer of the leadership pyramid comes from a strong sense of responsibility and righteousness. 

 

Throughout history, the strongest leaders have had the most robust sense of responsibility and righteousness. Think of Eleanor Roosevelt, Nelson Mandela, and Martin Luther King Jr.; all leaders embraced what they felt was a moral responsibility and tried to create positive change. It is also worth noting that righteousness, much like responsibility, is not a virtue that can be bestowed upon a person like a title or prize; it must originate from within. Otherwise, individuals bearing these crowns may be lulled into a false sense of superiority, an action that may produce spectacularly undesirable results.

 

Leadership, responsibility and righteousness, unlike communication, can exist separately from one another, each a trait found in the best people. But it is when combined the characteristics are maximized and full potential is realized. 

 

The final layer of the leadership pyramid involves the most challenging two concepts of all to grasp for many would-be leaders: humility and understanding. In some corners of high-stakes leadership, humility can be perceived as a character flaw, but it shouldn't be. Humility is not defined as holding a low view of oneself but rather a realistic one and understanding where one's faults and blind spots lie. A sense of humility is required by all those who seek or reside in positions of power and leadership. Leaders who make it a practice to identify their shortcomings and surround themselves with individuals who can strengthen those shortcomings often enjoy the most success. Is this just a coincidence?

 

Understanding, too, has become a seemingly uncouth expression among leaders nowadays. By some, it may be perceived as "soft" and by others impractical. The building of a strong leader should always include a dash of understanding, especially in the business world. Understanding, in this situation, could be compared to finesse, a complete awareness of the problem at hand, and how to maximize the productivity of those around. 

 

In leadership, understanding and awareness enjoy much of the symbiotic relationship that leadership and communication do. Through better understanding your position of leadership and the people around you, a person becomes aware of what is required of them as a leader. By being aware of what needs to be accomplished under your leadership, individuals become more understanding towards those around them. 

 

Leadership skill is not just an innate ability that a person is born with. While they may be charismatic, intelligent, and creative, those alone do not create a capable leader. It is not something that is easily grasped or understood. Each position of leadership is different and ever-changing. Leaders enjoy a seemingly oxymoronic combination of a strong sense of self, responsibility, righteousness, humility, and understanding. Oh, and they must be excellent communicators. 

 

Leadership is not something for the weak-hearted but for those who understand that the most challenging work is undertaken by those who are able and willing to change, inspire others, and burn the midnight oil. Organic growth in leadership is and remains the only way to develop the leaders of tomorrow.