Twenty Traits of a Good Leader
Richard G. Kiekbusch, PhD
The terms “leadership” and “leaders” are used frequently, and often with little thought given to what they actually mean. Definitions of these terms are nearly as plentiful as there are articles, commentaries, and training curricula dealing with this topic. In fact, someone who occupies a position of authority in an organization is not necessarily exercising leadership and is not, by virtue of their position, a leader. During the course of my career, first as a jail administrator and then as an educator and consultant, I have identified 20 traits which I think define leadership and characterize genuine leaders. My discussion of these traits in the ensuing paragraphs is applicable to any organizational setting, and certainly to that of the jail. You will likely, to one extent or another, agree or disagree with me. My hope is simply to give you pause to think and discuss.
1. Integrity
Leaders with integrity lead a moral personal life. They do what they say they will do and are a personal and professional role model for others.
2. Conviction
Leaders with conviction stand for something. Each of their positions and decisions are based upon a careful consideration of differing positions. They take risks and are willing to pay the price.
3. Ability to Prioritize
Leaders who have the ability to prioritize understand that in most instances, anything can be accomplished, but not everything, distinguishing between the important and unimportant. They essentially subscribe to the proverbial 80/20 rule: 80 percent of one’s time should be spent on the 20 percent most important matters before them, and 20 percent of one’s time should be spent on the remaining 80 percent of matters.
4. Learns From Mistakes
Leaders who learn from mistakes realize that mistakes are inevitable, but they can prevent themselves from repeating the error. In the wake of personal and organizational mistakes, they carefully review what went wrong to prevent the error from occurring again.
5. Empathy
Leaders with empathy genuinely care about staff and others, seeing staff as more than just employees. They spend time with staff, e.g., on-duty correctional officers, every day if possible, listening more than talking.
6. Listening Skills
Leaders with listening skills pay attention and show interest when being spoken to by staff and others. They are not arrogant, condescending, or preoccupied. Staff and others feel they are being listened to and that they are not wasting their time.
7. Enthusiasm
Leaders with enthusiasm are energetic and optimistic. They see problems as opportunities for the organization and its staff to excel.
8. Vision
Leaders with vision see beyond next week. They understand the long-term implications of decisions made now and know where they want to take the organization. They are able to persuade staff and others to work together to get it there.
9. Brevity and Simplicity
Leaders speak with directness and brevity. They get right to the point with as few words as possible and do not ramble. They speak in “Plain English,” without trying to impress listeners with an extensive vocabulary.
10. Sensitivity to Public Opinion
Good leaders make an effort to understand public opinion regarding sensitive issues involving the organization, e.g., public opposition to jail expansion in a residential area. They thoughtfully attempt to shape public opinion regarding those issues, such as trying to mitigate public opposition to jail expansion.
11. Fiscal Sense
This trait of a good leader relates to section three, the ability to prioritize. Leaders with fiscal sense oversee budget preparation and spending decisions in the best interests of the organization, not in the best interests of special interest groups within the organization.
12. Political Skills
This trait of a good leader relates to section ten, sensitivity to public opinion. Good leaders do not instinctively see politicians as adversaries. When possible, they work with politicians to achieve organizational goals. When necessary, they argue aggressively, but reasonably, in the interests of the organization, e.g., budget hearings.
13. Media Skills
Leaders with media skills understand that, to a great extent, public opinion is shaped by the media. So, they court the media and encourage its representatives to visit the organization’s offices and facilities, e.g., all areas of the jail, including inmate housing units. They make sure the media have a continuing, up-close, first-hand understanding of the organization’s operations and the issues it faces.
14. Technological Awareness
Good leaders ensure the staff always includes people who are current regarding technological advancements relevant to the organization’s operations. They ensure that technology is used to supplement, not supplant, human interaction, e.g., monitoring and supervision of incarcerated individuals.
15. Ambition
Leaders with ambition may aspire to career advancement and assumption of greater responsibilities but do not compromise personal and professional convictions to get there. Despite having legitimate ambitions, they understand that current organizational obligations transcend self-betterment.
16. Ability and Willingness to Compromise
Good leaders respect the positions and arguments of others. They understand that the achievement of organizational goals often requires compromise with political officials and others. As to the above points, they know where to “draw the line,” and are able to achieve organizational progress without unduly compromising the organizational vision, referring to section eight above, Vision.
17. Humility
Leaders with humility acknowledge personal limitations and appreciate the strength of others, e.g., technology, legal issues, budget preparation, and execution. They assemble a staff that includes people whose strengths complement the leader’s limitations. They ensure staff receive proper public recognition for organizational accomplishments, e.g., teachers and correctional officers featured in newspaper and television accounts of GED and other inmate program graduation events.
18. Discomfort with Unquestioned Status Quo
Good leaders believe that “because we’ve always done it this way” is not an acceptable reason for the continuance of a policy or practice.
19. Discomfort with Unnecessary Change
Good leaders do not advocate change for the sake of change or to “make their mark” on the organization. They understand that change is a means to an end, not an end in itself.
20. Motivational Ability
Leaders with motivational ability are able to get staff and others to do what they want them to do—willingly, even enthusiastically. Refer to section eight above, Vision. If the leader displays the above traits, motivation will likely follow.
Conclusion
The above are 20 traits that consistent demonstration of, in my opinion, mark a man or woman as a leader—not just a director, sheriff, chief deputy, commissioner, or superintendent, but a leader. Certainly, people who are leaders can become better leaders and people who are not leaders can become leaders—but the routine demonstration of the aforementioned 20 traits is essential.
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Richard Kiekbusch, PhD, recently retired from his position as Associate Professor of Criminology at the University of Texas Permian Basin. He has run jails in three states—Washington, Virginia, and North Carolina—and continues to provide expert consulting services in jail-related civil litigation. Dr. Kiekbusch is a past president of the American Jail Association (1992-1993) and, in 2019, received the Association’s Francis R. “Dick” Ford Distinguished Service Award. He can be reached at (432) 520-4516 and richardkiekbusch1@gmail.com
