5 Surprising Qualities the Best Leaders Possess (and How to Develop Them)

Think of a stereotypical "strong leader" and a familiar image likely comes to mind – a commanding, charismatic figure who oozes confidence, dominates decision making, and remains doggedly certain in the face of any challenge.

But in today‘s rapidly evolving and increasingly collaborative business world, this archetype feels more like a relic of an outdated command-and-control era. As we look to the future of work in 2024 and beyond, the qualities that define true leadership excellence are not what most people expect.

Groundbreaking research from global organizations like Google and Egon Zehnder, along with insights from top organizational psychologists and leadership experts, reveal that the most effective modern leaders are defined far more by humility, openness, and emotional intelligence than by self-assured bravado. They are driven by persistent self-doubt rather than blinding confidence, and they readily cede control rather than clinging to power.

Below, we unpack five counterintuitive traits that set exceptional leaders apart—backed by hard data and real-world examples—and share practical strategies for cultivating these future-proof leadership capabilities yourself. Prepare to leave your preconceptions at the door.

1. Persistent Self-Doubt

One of the most surprising discoveries from leadership research is that deep-seated self-doubt is a hallmark of high-performing leaders, not a hindrance. Contrary to popular wisdom, exceptional leaders are plagued by insecurities, and that‘s precisely what drives their outsized success.

Leadership development consultancy Egon Zehnder assessed 2,500 global executives across five leadership competencies. They found that top-quartile leaders scored 30% higher on measures of self-awareness and self-acceptance of their weaknesses compared to the bottom quartile.

So why is self-doubt an asset for leaders? At a fundamental level, doubting oneself keeps hubris in check and safeguards against overconfidence bias. Leaders who constantly question their own judgment make more careful, realistic decisions and avoid reckless risks.

Self-doubt also fuels a continuous drive for growth and improvement. Leaders nagged by a feeling that they‘re not quite good enough pour tremendous effort into expanding their skills and knowledge. Rather than resting on their laurels, they push themselves harder to earn their role.

Former Starbucks CEO Howard Schultz, who grew the company from 11 stores to a global behemoth, credits his success to a perpetual fear that he would fail his employees. In his words: "[Self-doubt] is a constant companion and one that I‘ve learned to embrace because it has made me better at my job."

To be clear, wallowing in insecurity and negative self-talk is not constructive. The key is channeling self-doubt into relentless self-improvement. Psychologist Tasha Eurich suggests separating your Learned Voice of self-defeat from your Persistent Voice of realistic self-assessment.

When you notice self-doubt creeping in, pause and examine it: Is this an irrational "I‘m a failure" thought, or a helpful "How can I do better?" prompt? With practice, you can harness self-doubt as a force for growth.

2. Humility and Openness to Influence

Confidence is often considered the cornerstone of strong leadership, but humility and openness may be far more important in today‘s fast-changing environment. Leaders who are receptive to outside influence and willing to change course based on input consistently outperform those who rely solely on their own counsel.

Google‘s People Analytics team conducted a multi-year study to determine the behaviors of their highest-performing managers. Topping the list was being open to receiving feedback and being willing to change one‘s mind based on new information—ahead of confidence and decisiveness.

Why? In a volatile, uncertain world, adaptability is the ultimate competitive advantage. Leaders who actively seek diverse perspectives and modify their approach based on changing realities are better equipped to navigate disruption. Confidence in one‘s own knowledge leads to stagnation.

Great leaders don‘t treat dissenting opinions as threats but as opportunities to pressure-test their ideas and expand their understanding. They know a diversity of viewpoints yields smarter strategies. Two-way openness builds trust with employees, who feel heard and valued.

Organizational psychologist Adam Grant emphasizes that the best leaders are the ones most enthusiastic about being proven wrong. They relish the chance to learn something new and improve their thinking. As Grant puts it: "If knowledge is power, knowing what you don‘t know is wisdom."

To embrace humility and openness as a leader:

• Actively ask for feedback from employees at all levels and demonstrate that you‘re listening
• Be transparent about your knowledge gaps and solicit insights from domain experts
• Establish a team culture where respectful dissent and debate are encouraged
• When changing course, openly acknowledge how others‘ input shaped your thinking
• View every interaction as a chance to learn something new

3. Balancing Guidance and Autonomy

The most effective leaders today recognize that their role is not to make every decision and call every shot, but to provide the right balance of guidance and autonomy for their teams to excel. They set clear goals and parameters, and then step back to let their teams execute.

London School of Economics professor Connson Locke calls this "guidance-autonomy tension" – the ability to give direction and articulate boundaries while still empowering employees to make independent choices. Finding this sweet spot is critical for agility and engagement.

When employees have too little guidance, they waste time and energy trying to decipher expectations. Too many constraints, and they feel stifled and demotivated. As Locke explains: "The role of a leader is to provide an overarching vision and to clearly communicate objectives…but also to recognize when to step back and give people the space to accomplish those objectives in their own way."

Mark Boncheck, CEO of Shift Thinking, suggests leaders take a page from the military‘s "Commander‘s Intent" framework. Commanders paint a clear picture of the end goal and spell out critical rules of engagement (the "doctrine"). Within those confines, soldiers have substantial latitude to adapt their tactics to unpredictable circumstances on the ground.

Warby Parker co-CEO Dave Gilboa describes a similar philosophy: "We have a culture of empowering individuals to make decisions, but within a framework of expected behaviors and guidelines. It‘s not, ‘You have free rein to do whatever you want,‘ but, ‘Here are the values and principles we expect you to uphold as you make decisions.‘"

To strike the right balance as a leader:

• Ensure every team member is crystal clear on objectives and success metrics
• Outline key policies, principles and tripwires to guide independent decision making
• Delegate authority to the people closest to the work and information
• Resist the urge to micromanage; create accountability with structured check-ins
• Celebrate teams‘ creative solutions to reinforce their autonomy

4. Consistency and Predictability

We often think of great leaders as mold-breaking change agents, but evidence suggests that predictability may be the most important quality of all. Google‘s Project Oxygen analysis of top-performing managers revealed that consistency was the single most powerful driver of team effectiveness.

Predictable leaders create an environment of psychological safety, where employees feel secure taking risks. If a leader‘s reactions and expectations are erratic, team members waste cognitive and emotional resources navigating the uncertainty. Consistency allows them to focus their full energy on doing outstanding work.

Jonathan Brandt, Head of People Analytics at LinkedIn, affirms that high-performing teams have leaders who set clear expectations and deliver on their commitments time after time. Employees know where they stand and feel safe experimenting, as long as they adhere to established guardrails.

Notably, consistency should not be confused with rigidity. Exceptional leaders are consistent in their core values and operating principles, but nimble in their strategies and tactics as circumstances change. Their true north remains fixed even as they pivot.

To cultivate the right kind of leadership consistency:

• Explicitly define your expectations for conduct, communication and performance
• Establish clear and reasonable team operating procedures and decision frameworks
• When things go wrong, respond constructively and avoid lashing out
• Be transparent about changes in direction and the principles guiding your actions
• Model your core values visibly and regularly, especially under pressure

5. Collaborative Achievement Mindset

Finally, stellar leaders are set apart by their focus on the achievements of their teams, not their individual accomplishments. They measure success based on collective results and prioritize group wins over personal accolades.

A recent Leadership IQ survey asked over 27,000 executives to rate the effectiveness of their leaders. The top 10% of leaders were rated 42% more effective at prioritizing the goals of the organization over their self-interests.

Why does a collaborative focus matter so much? Fundamentally, it comes down to trust. When leaders put their teams‘ success ahead of their own egos, employees feel valued and invested in. They‘re motivated to go the extra mile because they know their leader has their back and will champion their contributions.

Truly exceptional leaders actively spotlight others‘ accomplishments. They‘re quick to deflect praise onto their team and slow to claim credit themselves. This can feel counterintuitive in a world that celebrates the cult of the individual leader, but it‘s immensely powerful for team cohesion and engagement.

Hubert Joly, former CEO of Best Buy, is famous for eschewing the spotlight. His philosophy: "The role of leaders is not to be the best, but to create an environment for others to be their best." When Best Buy‘s stock rebounded under his tenure, Joly was unwavering in crediting frontline employees for the turnaround.

To foster a collaborative achievement mindset:

• Publicly recognize your team‘s contributions and capabilities at every opportunity
• Assess your success through the lens of team and organizational metrics, not individual ones
• Share victories widely and shoulder the blame when things go wrong
• Advocate relentlessly for your team‘s accomplishments and potential to other leaders
• Seek opportunities to boost your team‘s visibility across the organization

As a leader, developing these surprising and often counterintuitive qualities requires self-awareness, diligence and no small dose of humility. You must unlearn outdated leadership assumptions and embrace a fundamentally different mindset.

But making this shift doesn‘t just set you up to be a more effective leader in the future of work—it empowers your team to reach its full potential. When you lean into self-doubt, prioritize collective success, balance guidance with autonomy, remain consistent and open to influence, you create the psychological safety and intrinsic motivation your people need to do their best work.

By spreading these leadership qualities, you won‘t just become a better leader yourself. You‘ll cultivate other leaders around you and widen your impact on your entire organization. That‘s true leadership in the 21st century—not standing alone at the top, but lifting others up to stand beside you.