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Abstract: This article examines four key characteristics of outstanding leaders - confidence, connection, commitment, and courage - that form a synergistic framework for empowering and inspiring people to achieve exceptional organizational performance. Confidence grounds leadership through self-assurance, vision, and trust in employees; connection builds sincere bonds through active listening, recognition, and team-building; commitment to shared values and goals spurs perseverance and resilience; and courage to embrace progressive ideas, challenge the status quo, and own mistakes fosters creativity and innovation. Leaders who exhibit this balanced "4Cs" approach are better equipped to guide their teams to success, even in volatile, uncertain, complex, and ambiguous environments.
What makes a great leader? While many factors contribute to strong, effective leadership, research has revealed four key characteristics that distinguish truly outstanding leaders. The late leadership expert and author John Maxwell dubbed these essential attributes the "4Cs": confidence, connection, commitment, and courage.
Today we will examine each of the 4Cs through a research lens, explore their practical application in organizational settings, and provide specific industry examples. Ultimately, leaders who demonstrate confidence in themselves and their people, foster deep connections throughout the organization, display total commitment to the shared mission and values, and act with courage in the face of challenges are better equipped to guide their teams to exceptional performance and results.
Confidence: The Foundation of Effective Leadership
Confidence is arguably the most foundational characteristic of great leaders. Research shows that self-assured leaders who believe in their own capabilities and the capabilities of their teams are more likely to take bold risks, learn from failures, and persevere in the face of adversity (McKee, Boyatzis, & Johnston, 2008). According to Maxwell (2007), confident leaders start by having confidence in themselves and then transfer that confidence to others through communication and action. Specifically:
Self-Confidence: Leaders who are sure of their own abilities and comfortable in uncertain situations inspire more trust in their decision-making abilities.
Confidence in Vision: Communicating a compelling future vision builds buy-in while demonstrating belief that the vision is achievable through team effort.
Confidence in People: Trusting employees' talents and delegating meaningful work growing their skills and effectiveness over time, building organizational confidence.
For example, in the tech sector, confident founders like Steve Jobs and Mark Zuckerberg took bold risks by believing ingenious ideas that others doubted could change the world. They confidently rallied their teams, shareholders, and eventually customers behind their visions until transforming entire industries.
More concretely, financial leaders display confidence daily by making tough decisions with imperfect information, balancing risk and growth effectively. A confident chief financial officer (CFO) builds confidence across accounting, finance, and executive teams through transparent communication and showing belief that challenges can be overcome.
Connection: The Social Glue That Binds an Organization
While confidence grounds leadership internally, connection grounds it externally through relationships. Research on transformational leadership highlights the importance of strong emotional bonds that inspire follower commitment and performance (Bass & Riggio, 2006). According to Maxwell (2007), connecting personally with people is a "leadership secret" that builds trust and mobilizes teams towards shared goals. Key aspects of connection include:
Listening: Prioritizing face-to-face interactions, asking questions, and sincerely listening to employees' perspectives and challenges builds rapport.
Recognition: Remembering names, families, interests outside of work, and acknowledging individuals' contributions makes people feel valued as human beings, not just employees.
Team-Building: Organizing social activities fosters camaraderie while celebrating wins together strengthens organizational spirit and loyalty.
For instance, in healthcare, compassionate leaders connect daily with providers, staff, and patients on a personal level. A chief nursing officer circulates units, learns names, and listens to frontline concerns actively addressing issues to increase well-being and patient care quality.
Likewise, manufacturing leaders who work on the factory floor connecting with assembly teams better understand production challenges firsthand. Their approachability inspires loyalty as teams feel supported in safety and process improvement initiatives for long-term company success.
Commitment: Walking the Walk to Achieve a Shared Vision
Beyond confidence and connection, committed leadership rooted in shared ideals and perseverance spurs organizational momentum. Research shows that leaders who "walk the talk" through consistent demonstration of important values inspire greater follower commitment to organizational purpose (Bass & Riggio, 2006; Kouzes & Posner, 2006). According to Maxwell (2007), committed leaders:
Internalize Core Values: Living and breathing an organization's mission, values, and code of conduct on a personal level gains follower trust.
Persevere Through Challenges: Staying dedicated to achieving strategic goals even amid obstacles boosts organizational resilience and learning.
Serve Others: Putting team and customer needs before personal interests builds authentic "servant leadership" that empowers and motivates others.
For instance, in education, committed school principals fully embrace their institutions' education missions as a calling beyond a regular job. They lead by example through visible commitment to student-centered values like equity, continuous learning, and community partnership.
Similarly, in customer service, leaders who live company philosophies of "the customer is king" inspire employees to serve at the highest standards. Frontline employees then replicate this commitment to surpass customer expectations daily.
Courage: Taking Calculated Risks for Growth and Innovation
While confidence, connection, and commitment provide inner strength and cohesion, courage empowers proactive change through risk-taking. Research links courageous visionary leadership with stimulating organizational learning and innovation (Pucic, 2015; Worline & Dutton, 2017). According to Maxwell (2007), courageous leaders:
Embrace Progressive Ideas: Willingness to try unconventional approaches and learn from failures fosters creativity.
Challenge the Status Quo: Questioning assumptions and pushing for prudent innovation disrupts complacency.
Own Mistakes: Admitting errors models vulnerability that builds trust and a growth mindset.
For instance, in technology, visionary leaders like Jeff Bezos display courage by championing ambitious long-term strategies requiring fortitude through many failures and criticisms. Their calculated risk-taking mentality cultivates the experimentation crucial for technological breakthroughs.
Similarly, in entrepreneurship, courageous founders take the plunge launching start-ups during precarious economic climates or pioneering new industries, acting as catalysts for jobs and societal progress. Their gumption inspires employees to embrace calculated risks supporting innovative initiatives.
Conclusion
In reviewing the research foundation and practical implications of Maxwell's "4Cs" framework, confidence, connection, commitment, and courage emerge as synergistic characteristics of truly exceptional organizational leadership. Leaders who believe in themselves and foster self-assurance across their teams through transparent values-driven guidance empower people and cultivate organizational spirit. They form sincere bonds motivating followers to achieve shared ambitions. And through embracing calculated risks and challenging norms respectfully, they stimulate the types of ongoing learning and innovation essential for thriving in VUCA times. Overall, exhibiting the balanced 4Cs provides a compass for individuals driven to guide their organizations to peak performance through people.
References
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
Kouzes, J. M., & Posner, B. Z. (2006). The leadership challenge (3rd ed.). San Francisco, CA: Josey-Bass.
Maxwell, J. C. (2007). The 21 irrefutable laws of leadership: Follow them and people will follow you. Nashville, TN: Thomas Nelson.
McKee, A., Boyatzis, R. E., & Johnston, F. (2008). Becoming a resonant leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Boston, MA: Harvard Business Press.
Pucic, J. (2015). Do as I say (and do): Ethical leadership through the ages. Journal of Management Development, 34(3), 299-315. https://doi.org/10.1108/JMD-02-2013-0025
Worline, M. C., & Dutton, J. E. (2017). Awakening compassion at work: The quiet power that elevates people and organizations. Oakland, CA: Berrett-Koehler Publishers.
Additional Reading
Westover, J. H. (2024). Optimizing Organizations: Reinvention through People, Adapted Mindsets, and the Dynamics of Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.3
Westover, J. H. (2024). Reinventing Leadership: People-Centered Strategies for Empowering Organizational Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.4
Westover, J. H. (2024). Cultivating Engagement: Mastering Inclusive Leadership, Culture Change, and Data-Informed Decision Making. HCI Academic Press. doi.org/10.70175/hclpress.2024.5
Westover, J. H. (2024). Energizing Innovation: Inspiring Peak Performance through Talent, Culture, and Growth. HCI Academic Press. doi.org/10.70175/hclpress.2024.6
Westover, J. H. (2024). Championing Performance: Aligning Organizational and Employee Trust, Purpose, and Well-Being. HCI Academic Press. doi.org/10.70175/hclpress.2024.7
Citation: Westover, J. H. (2024). Workforce Evolution: Strategies for Adapting to Changing Human Capital Needs. HCI Academic Press. doi.org/10.70175/hclpress.2024.8
Westover, J. H. (2024). Navigating Change: Keys to Organizational Agility, Innovation, and Impact. HCI Academic Press. doi.org/10.70175/hclpress.2024.11
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. (2024). The 4Cs of Great Leadership: How Being Confident, Connected, Committed, and Courageous Lead to Organizational Success. Human Capital Leadership Review, 16(2). doi.org/10.70175/hclreview.2020.16.2.13
