A lot of times when managers assume large roles with huge abilities to impact the organisation and its people, they often tend to think themselves as leaders, and organisations do refer to them as leaders. However, in reality, they may be just managers and not leaders. If there are no followers, no one idolises you, no one really wants to emulate you or no one wants to be like you, are you really a leader or are you just an efficient Manager?

Leadership is one of the most important and most invested topics of Boards, Governance Committees and Businesspersons. It’s because it’s the leadership which catapults an ordinary business into an extraordinary one, and it’s the leadership which motivates an ordinary performer to an extraordinary one.

Creating a succession pipeline of excellent leadership is one of the core responsibilities of Boards and CXOs in an organisation. Each organisation basis the winning competencies required to drive the business outcomes creates a leadership model and drives the assessment development and deployment of the leadership pipeline created.

While organisations will continue to create templates which are sharper modelling of their leadership requirements towards enabling the pipeline to be groomed in a certain way, there are certain aspects of leadership which is transient across the leadership models, across organisations and across the subcultures of organisations. Before we move into understanding those aspects of leadership, let’s take a look at beyond all the designations, definitions and positions, who is actually a leader?

A lot of times when managers assume large roles with huge abilities to impact the organisation and its people, they often tend to think themselves as leaders, and organisations do refer to them as leaders. However, in reality, they may be just managers and not leaders. If there are no followers, no one idolises you, no one really wants to emulate you or no one wants to be like you, are you really a leader or are you just an efficient Manager?

Just by leading large teams, one doesn’t become a leader. Thus, a leader is one who has followers, a leader is one who has large numbers who want to emulate him/her for the person he or she is, and a leader is one who inspires people to do more, go more, and grow more.

With a bit more understanding of what a leader in reality looks like, aren’t the attributes of a true leader for organisations much more similar across the value chain and across the geographies. It is much more than what a particular organisation’s leadership model may be.

The attributes that really enable leaders to stand out and are a must have for a great leader is Authenticity, Humility and Magnanimity. While each of these three are topics in itself to discuss and discover more about them and a lot is written about them, the one I want to particularly double click of the three and which is not as much written about unlike the other two but an equally important attribute for a leader is Magnanimity.

Magnanimity is the ability of a leader to be magnanimous. It’s the ability of the leader to give, it’s the ability of the leader to have a large heart and be more forgiving. In a cut throat business world wherein everyone is looking for more opportunity and better profits, a secure leader with immense self-confidence and high level of competence is magnanimous.

The magnanimity is not only at the team level, it’s displayed equally at the peer level. It’s definitely one of the most difficult of all the leadership attributes to imbibe and the leaders evolve towards becoming magnanimous over time; it doesn’t happen in a day. It’s truly a climb.

Leaders who have reached the level wherein they are continually demonstrating Magnanimity, Authenticity and Humility are the leaders who have arrived and are going to stamp their legacy in their arena of work and in the minds and hearts of people they work with.

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