The leadership handbook lists many skills and approaches for good leadership, and defines what characteristics good leaders must exhibit. But even then, experts and the rest of us alike cannot definitively outline what makes a great leader.
This is in part because great leaders show different traits. One great leader is distant and commanding, when another is hands-on and nurturing. One is best in crises, when another is adept at avoiding them. And yet, both leaders are great. It could also be argued that what makes a leader great - more than a prescribed set of features for good leadership - is an ability to lead differently depending on the context, situation or environment.
John Sculley, president of PepsiCo during the 70s and early 80s, was responsible for turning a $16 million loss making Food Operations division into a $40 million profit making business within three years. Much of his success was attributed to recruiting new managers from rival food firms to improve product quality. Later, while at Apple Inc, the same approach backfired when a series of management reshuffles resulted in several high-level resignations and turbulent times for the firm.
It is difficult to define why Sculley’s approach failed the second time around. Did he hire and fire the wrong people? Was his approach incompatible with the company’s culture? Was a focus on shuffling heads diverting his attention away from leading the business? It seems attributing failure in leadership is just as difficult as prescribing success.
It is, of course, pertinent for any would-be leader to understand what makes a good leader good. There are many resources - including our own Top tips - that can help you build the foundations for effective leadership. But learning is only half the story. Great leaders are often great because they re-define the rules. And because there is no magic formula, you need to create your own.
More info - Top tips for Leadership