Leadership Skills That Stick - What the Best (and Worst) Bosses Teach Us

Photo by Markus Spiske on Unsplash

A former client had just gotten a promotion and it was the first time they would be leading a team.“Any wisdom to share?” they asked.

“You don’t have to be everything,” I replied. “You need to reflect back on the good and bad leaders you’ve had in the past and pay attention to what really matters — because women often burn out trying to be everything to everyone.”

I’ve been working since I was 17 years old. So by now, I’ve had a lot of different experiences relating to leadership. Over time, I’ve been collecting the best and the worst, and I try to stay mindful of these now that I’m deep into the phase of my career I’d describe as leadership.

When you spend the vast majority of your time at work, your interactions with leaders can shape — and provide a timeline for — your experience and happiness in the office.

But how do you know what a good leadership skills actually look like?

What, and who, do you need to be?

If you're just starting out in your leadership journey or are always looking for room for growth, read on...

When researchers ask people what makes a good leader, the same qualities keep coming up: clarity, trust, empathy, vision, and humility. They’re not flashy, but they make a lasting impact on people and performance.

Gallup’s research on high-performing teams found that the best leaders create psychological safety. People feel comfortable speaking up, asking questions, and even failing — because they know their manager has their back. This kind of trust leads to higher engagement, lower turnover, and stronger results.

Vision also plays a crucial role. In McKinsey’s research on the future of work, employees who said their leaders had a clear, consistent and meaningful direction were far more likely to feel motivated, connected, and loyal to their organisation. Vision doesn’t have to be dramatic or corporate — it’s about helping people understand why their work matters and where it’s going.

And then there’s humility. One of my personal favourites. In a study published in the Academy of Management Journal, humble leaders — the kind who admit when they’re wrong, seek input, and give credit generously — were linked to stronger team learning and better collaboration.

People want to work for leaders who are human, not perfect.

These traits don’t require a title. They don’t come from charisma. They’re visible in how you communicate under pressure, how you handle mistakes, and how you build trust when no one’s watching.

They show up in how you respond to tension in a meeting, how you run your 1:1s, how you handle a missed deadline. They’re built in the small, human moments — not just the big, strategic ones.

The good leadership skills list doesn't need to be exhaustive

The more I’ve paid attention to leadership up close — as a team member, a manager, and a coach — the more I’ve come to believe that good leadership isn’t one thing. It’s a combination of soft skills that build over time: clarity, vision, empathy, humility, trust and more.

None of them require you to be superhuman — but all of them require intention.

The best leaders I’ve known weren’t the loudest or the most polished. They were consistent, curious, and human and their smallest actions meant the most to me. They listened well. They trusted their team. And they communicated clearly, especially when things were hard.

So I’m curious — what’s something a good leader did that stuck with you? Or a lesson you’ve carried from a not-so-great one? I’d love to hear in the comments.

Advancing in your career but not not quite ready to take the next step up? Then check out my blog on mentor vs coach, to learn more about how you can still make a positive impact to those around you.

References

Gallup. (2017). State of the American Workplace Report.https://www.gallup.com/workplace/257578/state-american-workplace-report-2017.aspx

McKinsey & Company. (2021). What Employees Are Saying About the Future of Remote Work.https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/what-employees-are-saying-about-the-future-of-remote-work

Owens, B. P., & Hekman, D. R. (2012). Modeling How to Grow: An Inductive Examination of Humble Leader Behaviors, Contingencies, and Outcomes. Academy of Management Journal.https://journals.aom.org/doi/abs/10.5465/amj.2010.0441