Seven Leadership Principles

By asking two questions, “Why lead?” and “When is enough, enough?” of successful leaders, we learned a lot about leadership. We discovered seven core principles of leadership. We invite you to consider these principles—in making the decision to lead, to continue to lead or to take your leadership to another level—and also to answer the seven questions that correspond to the seven principles.

Principle 1. Leadership is a choice—an act of the will.
It is a choice that every leader makes—and not just once. It is a continual choice that leaders make over and over again.

Early in life, leaders might make that choice without realizing the implications. Leaders who want the glory, status, or rewards of leadership often underestimate the sacrifice, burden, cost, and dedication required. Hence, the “why lead” question will have different answers at different times in leaders’ lives. For many leaders, the purpose and meaning of their leadership evolves as they engage in reflection. We advise you to keep a diary and to think deeply on the challenges in your life and leadership.

Question 1: Do I find meaning, purpose and joy in what I am doing?

Principle 2. Leaders have a clear sense of purpose.
From your sense of purpose, you can set goals and align them with that purpose—goals that serve as a blueprint to others. Leaders often accept opportunities to do things early in life. While they may seem to become leaders partly through internal drive, they are often challenged to do more than others at early ages. The spark of leadership is usually kindled by circumstances—both by those put in front of them and by those created by them.

Question 2: Can I recite my purpose for leading in one sentence?

Principle 3. Leaders create achievable dreams, and others want to share in their passion.
The leaders’ passion for their goals is articulated in communication that connects emotionally with others. They keep the dream alive, improving on the dream with a committed team. While the spark that kindles leadership remains mysterious, all leaders create purpose, set clear pathways, and go for it. Beyond purpose, however, there are no clear-cut or pro-forma paths to becoming a leader. It is hard to imagine the impact that a sense of personal mission can have on a person—young or old.

Question 3: Do my dream and passion excite me and others to “go for it?”

Principle 4. Leaders have ideals, integrity, values or standards.

Others may not understand or share these ideals, but they admire them. All leaders possess a strong drive for improvement, even perfection. Some leaders may seem obsessive or imbalanced. High-impact leaders make it clear that they are leading with intensity and conviction, which can often make their leadership frustrating, even lonely. Leadership that arises from values or spiritual conviction is easiest to grasp because the intention is so clear. All devoted leaders are actively engaged. The devotion to a cause that is larger than them (and often consumes their life) is an act of sacrifice that is difficult for most people to imagine.

Question 4: Am I doing this for me or for a cause that will make a difference?

Principle 5. Leadership requires resolve and fortitude.
Without a sense of inner determination, no leader can stay the course through the inevitable setbacks and failures. Even when others give up on the dream, leaders expend energy to rekindle the flame.

Who can predict what experience in life will inspire someone to rise above their challenges? We all have dreams, but leaders have the sustained drive to make those dreams happen, while bringing others along with them. A quest can arise early or late in life, bringing leadership to a higher level by linking the enticement of a vision with the energy of passion. Suddenly, an ordinary leader gains eloquence and magnetism while engaging committed followers in a venture. What makes a person step forward, even when it is difficult or dangerous to do so? Leadership emerges when it is needed most—often from surprising sources.

Question 5: Will I have the strength to sustain and recreate the dream?

Principle 6. No leader is bullet-proof to failure.
Some failure usually follows success, and success almost always follows failure—as leaders regain the momentum. Leaders learn and grow continuously—from both success and failure—and they refrain from assigning blame. They are naturally curious and learn what they can about a challenge or new opportunity. In doing so, they discover new possibilities. They are driven to question the world; they are also driven to question themselves. Such self-reflection is the source of self-awareness, development, and personal growth.

Question 6: Do I have recovery plans to survive a downturn or disaster?


Principle 7: Leadership is not simply an inspiration or calling—it requires honed capabilities.
Leaders may be born or discovered early, but they do not become effective leaders without being tested. They do better after they fail and learn from their mistakes. Leaders choose to throw themselves into the deep end, again and again, where they must take on more than they can handle. Special survival skills are needed to thrive, despite the odds, and hold things together while managing the transition.

Question 7: Am I using the lessons learned to correct course and direction?

Your leadership is a choice. Yes, it starts with you but eventually encompasses
an ever-growing circle of family, friends, and colleagues. Your purpose becomes
a beacon for others to follow.

Phil Harkins is CEO of Linkange Inc. and Phil Swift is Co-Chairman of ARC Financial Corporation and recipient of the 2005 Warren Bennis Leadership Award. They are coauthors of Why Lead? from which this article is adapted. www.Linkage-inc.com, www.arcfinancial.com