What leadership means to me- how to develop leadership skills

What Leadership Means to Me

Leadership is a widely discussed topic, and countless books have explored the qualities that make a great leader. While many of these books provide deep insights, my perspective on leadership has been shaped by my own experiences in leadership roles. The list is endless but this is my own perspective

1. Self-Awareness

Self-awareness is the ability to look inward and to recognize both your strengths and your weaknesses. You can’t fix what you don’t know is broken. There’s a common saying: The first step to solving any problem is acknowledging that there is one. A self-aware leader understands their limitations. They can pinpoint areas where they struggle and actively work to improve. At the same time, they also recognize their strengths and leverage them to be more effective.

Take, for example, someone who has a short temper. If they are self-aware enough to recognize that anger is a personal challenge, they can take conscious steps to manage their emotions—whether through personal development, feedback from others, or learning techniques to stay composed under pressure. However, if they lack self-awareness, they may lash out at colleagues or make impulsive decisions, ultimately hurting their team and their own credibility.

So, my advice to anyone stepping into a leadership role is this: Take time to reflect on yourself. Identify your weaknesses and actively work on them. At the same time, embrace your strengths and use them to your advantage. No one is perfect, and mistakes are inevitable. However, by being self-aware, you can minimize these mistakes and continue growing as a leader.

Self-awareness is the foundation of effective leadership, which allows leaders to evolve, adapt, and build stronger relationships with their teams by acknowledging their own short comings. But leadership doesn’t stop at self-awareness it also requires action.

2. Live up to Standard

The second quality that I believe is crucial for any leader is the ability to lead by example—to practice what you preach and demonstrate the behaviours and standards you expect from others.

One of my favourite quotes that perfectly captures this idea comes from Lieutenant General David Morrison, the former Chief of Army in Australia. He once said:

"The standard you walk past is the standard you accept."

This means that as a leader, you must do the right thing, at the right time, for the right reasons—not just for yourself but for those who look up to you. Your actions set the tone for your team. If you want people to uphold high standards, you must embody those standards yourself. It is about holding others accountable. If you witness wrongdoing, inappropriate behaviour, or unethical actions and choose to stay silent, you are indirectly endorsing them. As a leader, your responsibility is to speak up, take action, and ensure that the right standards are upheld.

It’s easy to look the other way and think, It’s not my problem or As long as it doesn’t affect me, I won’t interfere. But true leadership means standing up for what’s right, even when it’s uncomfortable or inconvenient.

Ultimately, leading by example isn’t just about saying, Do as I say, not as I do. It’s about ensuring that your actions align with your words—so that others can confidently follow your lead. When people see that you uphold high standards and correct missteps when necessary, they will naturally do the same.

3. Self-Reflection

Another crucial quality that every aspiring leader should develop is the ability to self-reflect. While self-awareness is about knowing yourself your strengths, weaknesses, and tendencies—self-reflection is about looking back on your actions, analysing them, and finding ways to improve.

A personal experience comes to mind. During a consultation with a patient, I had my arms folded while listening. It was something I had done for years—simply a habit, a comfortable posture. I wasn’t distracted, and I wasn’t typing while the patient spoke; I was giving them my full attention.

But later, the patient filed a complaint. They said they felt uncomfortable and found it awkward that I had my arms folded. My first reaction was Confusion. What does my body language have to do with my clinical practice? Why does it matter if I fold my arms?

But after taking a step back and reflecting, I saw things from the patient's perspective. If I were in their shoes and walking into a consultation room to seeing the clinician with their arms folded—it might feel like a closed-off or defensive posture, possibly signalling disinterest. And even though my intention was never to be dismissive, self-reflection helped me understand how my actions were perceived.

From that moment, I made a conscious effort to adjust my body language when interacting with patients. I realized that leadership, whether in healthcare or any other field, requires continuous learning and improvement.

Self-reflection is about more than just correcting mistakes—it’s about actively learning from experiences. Every leader should take the time to reflect on feedback, whether it comes in the form of complaints, compliments, or observations. Some reflections can be daily, others weekly, but they should be intentional.

Ask yourself:

• What went well?

• What could I have done better?

• How did my actions affect those around me?

• What lesson can I take away from this experience?

By consistently reflecting on our leadership approach, our professional interactions, and even small habits, we can grow and become more effective.

4. Understanding the Difference Between Leadership and Management

One of the biggest lessons I’ve learned in leadership is understanding the difference between leadership and management. Many schools and organizations use these terms interchangeably, but they are not the same.

While both leadership and management are important, they serve different purposes.

• Leadership is about inspiring people to achieve a vision. A leader sets a direction, motivates individuals, guides them, coaches them, and ensures they grow within an organization. Leaders don’t necessarily follow a strict set of guidelines but rather, they adapt, problem-solve, and create an environment where people feel empowered.

• Management, on the other hand, is about planning, organizing, and executing tasks to meet goals. Managers work within a framework, ensuring that objectives are met efficiently. They follow policies and guidelines to maintain order and stability.

To put it simply:

• A leader asks, How can I inspire and develop my team?

• A manager asks, How can I organize resources to meet objectives?

For example, let’s say an employee makes a mistake. A manager would refer to company policies and determine the appropriate disciplinary action. A leader, however, would take a different approach. They would try to understand why the mistake happened, what led to it, and how they can help prevent it in the future.

Both roles are important, but a good leader must recognize when to lead and when to manage. If you focus only on management, you risk becoming overly rigid and transactional. If you focus only on leadership, you may struggle with execution and structure. The key is knowing when to apply each skill.

Final Thoughts: The Johari Window and the Continuous Journey of Leadership

To conclude, I want to emphasize that the qualities of a good leader can never be fully exhausted. There are many important traits that a strong leader should possess, and this list is by no means complete. However, I’ve chosen to highlight the ones that I believe serve as the foundation of effective leadership.

One framework that has personally helped me develop self-awareness is the Johari Window. It’s a tool designed to improve self-awareness and interpersonal communication by categorizing knowledge about oneself into four quadrants:

1. The Arena – What is known to you and known to others. This represents the aspects of yourself that are open and transparent.

2. Blind Spots – What others know about you that you don’t realize about yourself. These are areas where feedback is crucial.

3. Hidden Self – What you know about yourself but choose not to reveal to others.

4. The Unknown – Things about you that neither you nor others are aware of. This represents untapped potential, undiscovered traits, or unconscious patterns.

The Johari Window has helped me identify my strengths and weaknesses as a leader by making me more open to feedback and self-discovery. It has also improved my communication skills, as it reminds me that there are things I may never know about others unless they choose to share them with me.

For anyone looking to improve their leadership abilities, I strongly recommend exploring the Johari Window and implementing its principles. It will not only help you enhance self-awareness, but it will also improve your ability to lead, communicate, and build meaningful relationships with those around you.