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Abstract: This paper explores four key attributes that define great organizational leaders: confidence, connection, commitment, and courage. Academic research and practical examples demonstrate how these qualities of character are equally significant for leadership effectiveness as technical skills and strategic abilities. Confident leaders believe in their vision and inspire optimism, while connected leaders build trust and motivation through strong relationships. Committed leaders prioritize organizational and individual development over self-interest, while courageous leaders persevere through challenges with integrity. Cultivating these four attributes provides a critical foundation for maximizing positive influence and impact as a leader, regardless of industry or context. The research and application show that developing confidence, connection, commitment, and courage is vital for any aspiring or current leader aiming to drive success.
Effective leadership drives success in organizations of all kinds. While skills and abilities are important attributes for leaders, research shows that equally significant elements are qualities of character such as confidence, connection, commitment, and courage. This paper will explore each of these four key attributes that define great organizational leaders, supported by academic and practical perspectives. Examples will highlight how leaders in different industries demonstrate confidence, build strong connections, display commitment to their people and purpose, and act with courage when facing challenges. Overall, the research and application show that developing these four attributes is vital for any leader aiming to maximize positive impact and results.
Confidence: Believing in Oneself and One's Vision
Confidence stems from self-awareness, competence in one's abilities, and an unwavering belief in one's purpose and goals. Academic research has consistently linked leader confidence to increased effectiveness and performance (Anderson & Brion, 2014; Campbell et al., 2020). Confidence allows leaders to stay focused on their vision, make difficult decisions with conviction, and inspire others with a sense of optimism and assurance, even in tough times.
A clear example comes from Howard Schultz, longtime CEO of Starbucks. When the 2008 financial crisis hit, many retailers saw sales plummet as customers cut back. However, Schultz had confidence that Starbucks' brand and experience offered an affordable refuge during hard times. He kept stores open and staff working, confident that customers still valued the everyday escape Starbucks provided (Schultz & Yang, 1997). This decision was not without risk, but Schultz's confidence in Starbucks' value proposition paid off - the company emerged from the crisis largely unscathed while others filed for bankruptcy.
Other leaders demonstrate confidence through uncompromising dedication to their mission and goals. Elon Musk's confidence in his vision of making humanity a multi-planetary species drives him to continue tackling immense challenges at Tesla and SpaceX against all odds (Pennington, 2019). As a leader, conveying confidence is key to keeping teams motivated through difficulties - believing in oneself and one's purpose gives others permission to believe as well.
Connection: Building Trusting Relationships at All Levels
Great leadership requires connecting with others through mutual understanding and trust. Research confirms that how connected a leader feels to their people directly influences that leader's effectiveness (Carmeli et al., 2009; Kouzes & Posner, 2017). Building strong connections means genuinely listening to understand different perspectives, supporting others, and finding what motivates individuals to do their best work.
An exemplary connected leader is Apple CEO Tim Cook. Known for fostering an environment where employees feel heard and empowered, Cook focuses on relationships and makes a point to get to know people across the company (Isaac, 2017). His connections have engendered fierce loyalty - when he took medical leave in 2009 due to a private health issue, Apple's stock dropped 5% due to investor concerns over his absence. Such is the impact of a highly connected leader.
In contrast, when former Uber CEO Travis Kalanick struggled to connect on a human level with others and regulate tensions within the hyper-growth startup culture he created, it ultimately damaged the company's culture and his own leadership (Isaac, 2017). The aftermath saw a reckoning on priorities like fostering inclusion, respect, and wellness - hallmarks of a healthily connected workplace. Strong connections between leaders and teams are vital for building the kind of trusting environments where people can thrive.
Commitment: Dedication to People and Purpose
Leaders who visibly commit to their mission, values, and people inspire greater commitment from others in return. Research demonstrates the effect of a leader's personal commitment - it increases follower enthusiasm, loyalty, and extra effort (Kouzes & Posner, 2017; Wong et al., 2003). Displaying unwavering dedication to one's broader purpose and to individual growth and well-being establishes trust that the leader prioritizes the right things.
A leader who models deep commitment is Ursula Burns, the first Black female CEO of a Fortune 500 company. As former Xerox CEO, Burns focused intently on personal and professional development to equip employees for long-term career success (DePaulo, 2014). Similarly, Adam Grant, organizational psychologist and best-selling author, demonstrates commitment through his research supporting how generosity and empathy in leaders fosters higher performance (Grant, 2013). Both Burns and Grant lead through personal dedication to developing others - a hallmark of true commitment as a leader.
Conversely, when scandal-plagued former Theranos CEO Elizabeth Holmes prioritized personal ambition and hype over scientific rigor or patient care, it revealed a lack of real commitment to the company's purported mission (Carreyrou, 2018). Real commitment requires leaders to hold true to beliefs even when difficult - showing courage to admit mistakes where needed helps maintain long-term trust.
Courage: Bravery in Adversity and Change
Courage provides the strength to persevere through challenges, make tough choices, and embrace necessary change (Svendsen & Svendsen, 2020). Research confirms courageous leaders have greater workplace vitality and resilience during hardship (Worline & Dutton, 2017). They inspire courage in others through their own example.
LinkedIn co-founder and executive chairman Reid Hoffman epitomizes courageous leadership. When the dot-com bubble burst post-9/11, Hoffman resisted pressure to downsize or pivot, betting on LinkedIn's vision of connecting professionals worldwide (Isaac, 2017). His courage paid off - LinkedIn survived and thrived. Similarly, Howard Schultz acted with courage years later by keeping Starbucks stores open during economic crisis rather than close locations, as others did. Both leaders demonstrated bravery in committing to their visions through major disruptions.
In contrast, when former Cambridge Analytica CEO Alexander Nix failed to show courage by evading responsibility for potential mishandling of user data, it eroded trust in the company's leadership (Wilton, 2018). Admitting mistakes and facing challenges head-on demonstrates a leader's fortitude - lack of courage risks destroying credibility. Great leaders meet crises with poise, conviction, and integrity through examples of courage when courage is most needed.
Conclusion
In reviewing research and practical examples, developing confidence in oneself and one's purpose, building strong connections across all levels, clearly committing to values and people over self-interest, and acting with courage despite risks and uncertainties are signatures of truly great leadership. While technical and strategic skills matter, cultivating these four character attributes provides an equally critical foundation. Leaders who embody confidence, connection, commitment, and courage inspire higher engagement, loyalty, resilience and performance from their teams. Looking to develop these four qualities will serve any current or aspiring leader well in maximizing their positive influence and impact. Overall leadership success stems as much from who leaders are as what they know or do.
References
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Wilton, R. (2018, March 22). Alexander Nix: The Cambridge Analytica whiz kid turned villain. BBC News.
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Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2025). Four Attributes of Great Leadership: Confidence, Connection, Commitment, and Courage. Human Capital Leadership Review, 18(1). doi.org/10.70175/hclreview.2020.18.1.4
