By Jonathan H. Westover, PhD
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Abstract: This research brief sheds light on the key roles and responsibilities of leaders. Through a review and synthesis of scholarly literature alongside real-world examples, four core competencies of impactful leaders are explored: developing talent within the organization, fostering collaboration, positively shaping and reinforcing organizational culture, and strategizing for future prosperity. Rather than a focus on top-down directives or flashy titles alone, effective leadership is shown to be the meaningful behind-the-scenes work of cultivating others, bringing diverse perspectives together constructively, establishing coherence through shared values and purpose, and envisioning strategic paths forward. Understanding leadership as this grounded, purposeful work can empower more individuals to lead at all levels in a way that truly creates value.
As someone who has spent years studying leadership academically and helping organizations put better leadership practices into action, one of the most common misconceptions I encounter is the idea that leadership is about having a flashy title or giving directives from the C-suite. However, research shows that true leadership is about so much more. It is about the quiet, behind-the-scenes work of developing others, finding opportunities for collaborative problem-solving, establishing a cohesive culture, and setting the strategic direction for an organization's future success (Kouzes and Posner, 2017; Northouse, 2019).
In this brief, I will explore what research tells us about the key roles and responsibilities of effective leaders. I will discuss specific leadership competencies that matter most according to empirical studies, then provide real-world examples from my experience working directly with leadership teams.
Competency 1: Developing Others
One of the most crucial yet underappreciated jobs of any leader is developing talent within their organization. As Bass and Avolio (1994) established in their seminal work on transformational leadership, helping followers grow into leaders themselves is a hallmark of incredibly effective executives. Some specific ways research shows leaders develop others include:
Coaching and Mentoring: Providing ongoing feedback, setting learning goals with direct reports, and generally supporting professional growth and mastery of new skills (Day, 2000).
Empowering Autonomy with Guidance: Giving team members freedom to try new approaches but also structure and guidance so they feel supported, not abandoned (Zhu et al., 2005).
Recognizing Individual Strengths: Ensuring people play to their strengths through role assignments, stretch projects, and career development planning tailored to each person (Gallup, 2017).
I saw these development practices in action during a leadership training program I helped design and deliver for a Fortune 500 technology company. As part of evaluating the intervention's impact, we conducted interviews with participants and their direct reports. Time and again, those being developed reported deep appreciation for how their new manager was investing in their long-term career goals through coaching, delegating more meaningful work, and having thoughtful career conversations. This level of individual care is a hallmark of effective leadership according to research, and it has real impact on employee engagement, retention, and performance.
Competency 2: Fostering Collaboration
While some assume leadership means going it alone as a solo decision-maker, contemporary research stresses that navigating complexity requires enlisting others (Donnellon, 1996; Lipmanowicz and McCandless, 2013). Two key collaboration roles for successful leaders include:
Creating Shared Purpose. By communicating a compelling vision and aligning diverse stakeholders around common goals, leaders energize cooperative efforts (Kotter, 1990; Sinek, 2009).
Facilitating Problem-Solving. Rather than dictating solutions, great leaders foster collaborative dialogue and leverage diverse perspectives to tackle challenges (Heifetz and Laurie, 2001; Schein and Schein, 2017).
I saw these collaboration competencies in a healthcare CEO who worked tirelessly to unite clinicians, administrators, and other stakeholders around putting the patient experience first. Her strong yet inclusive communication style brought previously fragmented groups together. She also led "huddles" where frontline staff felt heard and were empowered to surface and work through issues collectively. This collaborative spirit has led to quantifiable quality improvements at multiple facilities under her leadership.
Competency 3: Reinforcing Culture
While an organization's culture often forms organically over time, research indicates that effective leaders play a crucial role in shaping and sustaining it as well (Schein, 2010; Cameron and Quinn, 2011). Two primary ways leaders impact culture include:
Modeling Core Values. Through consistent actions, communication, and decision-making aligned with an organization's purpose and principles, leaders demonstrate "the way we do things around here" (George et al., 2007).
Reinforcing Norms and Behaviors. Whether through formal recognition, investments in skills-building, or consequences when lapses occur, leaders reward the behaviors that will move the culture forward (Ostroff et al., 2003).
I witnessed these cultural leadership competencies in the VP of a large engineering firm I consulted for. Through town halls, one-on-ones, and everyday behaviors, he showed his commitment to values like innovation, continuous learning, and respect. And while fun, he paired celebrations with candid discussions about ways the culture could better serve clients. His mix of articulating and modeling the right cultural behaviors helped align thousands of employees worldwide.
Competency 4: Strategizing for the Future
While daily fires often demand attention, top leaders must also take a long-term view by establishing strategic direction to help organizations prosper over years to come (Mintzberg et al., 1998; Collins, 2001). Two forward-thinking leadership roles include:
Environmental Scanning and Trend-Spotting. By closely studying factors like markets, technology, regulation and competition, leaders identify opportunities and risks on the horizon (Giber et al., 2007).
Crafting Vision and Goals. With insight into coming changes, leaders articulate a compelling long-term vision and cascading objectives to guide decision-making (Kotter, 2012).
I assisted the leadership team of a national nonprofit do just this type of future-focused work. We helped them gather external perspectives, analyze trends, and craft a new 5-year strategy with measurable outcomes. Rather than reacting to daily demands alone, their refreshed plan has created alignment and momentum toward bolder aspirations. This type of strategizing helped lift performance in previously "flat" areas and secure new funding.
Conclusion
In summarizing research and practical experiences, this brief aimed to separate leadership myths from the meaningful work that great leaders do to build successful organizations. While flashy titles and directives make for easy tropes, leadership is really about quieter yet profoundly impactful responsibilities - developing talent, fostering collaboration, shaping culture positively and designing strategic plans that pave the way for future prosperity. When organizations and individuals understand leadership as this grounded, purposeful work, more people will be empowered and inspired to lead at all levels in a way that creates true value. Real change often happens not through top-down mandates alone but through enabling others, bringing diverse perspectives together constructively, establishing coherence around shared beliefs and values, and envisioning paths to a better future.
References
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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. (2024). What Leaders Really Do: A Guide to Effective Leadership in Any Organization. Human Capital Leadership Review, 13(2). doi.org/10.70175/hclreview.2020.13.2.10
