It’s an uncomfortable question.
And that’s exactly why it matters.
In leadership roles, authority is often given.
Followership, however, is always earned.
After more than two decades working with leaders across corporates, sales teams, and senior management groups, I’ve learned this simple truth:
People don’t commit to strategies, KPIs, or org charts—they commit to leaders they trust.
Rob Goffee and Gareth Jones, in their seminal work “Why Should Anyone Be Led by You?”, studied extraordinary leaders across industries and cultures. Their conclusion was refreshing—and challenging:
- Great leaders are not perfect. They are authentically human.
They identified four qualities that consistently separate leaders people choose to follow from those people merely report to.
- Be Yourself — More, with Skill
Authenticity doesn’t mean oversharing or “just being who I am.”
It means amplifying your values, strengths, and intent—while managing your weaknesses consciously.
In corporate environments, I’ve seen leaders gain credibility not by pretending to have all the answers, but by being clear about what they stand for and where they are still learning.
Practical example:
During a business turnaround, a senior leader openly admitted uncertainty about the path forward—but was crystal clear about the principles guiding decisions. That honesty didn’t weaken confidence; it strengthened trust. The team leaned in instead of holding back.
Authenticity creates psychological safety—and safety fuels performance.
- Know Your People… Deeply
Leadership is not about treating everyone the same.
It’s about treating people fairly by understanding them individually.
The most effective leaders I work with know:
What motivates each team member
What pressures them
What “success” means to them personally
Practical example:
In a high-performing sales organisation, one manager stopped using a single motivational approach. Instead, he tailored coaching—stretch goals for some, reassurance for others, autonomy for high performers. Engagement scores rose, but more importantly, discretionary effort increased.
People don’t work harder because you demand it.
They do it because they feel seen.
- Create Emotional Connection
Logic gets buy-in.
Emotion gets commitment.
Data, dashboards, and strategy decks matter—but they don’t move people in moments of change, stress, or uncertainty. Leaders who connect emotionally build loyalty that lasts beyond incentives.
Practical example:
During a restructuring phase, a leader took time to acknowledge fear and uncertainty instead of rushing into performance targets. That simple act of empathy stabilised the team faster than any townhall presentation could.
When leaders name emotions, they don’t weaken authority—they humanise it.
- Dare to Be Different
Extraordinary leaders don’t blend in.
They stand out—because they stand for something.
This doesn’t mean being contrarian for the sake of it. It means having a clear point of view, anchored in values, even when it’s uncomfortable.
Practical example:
I’ve worked with leaders who resisted short-term wins that compromised long-term trust—choosing transparency over optics. Initially questioned, they later earned deep respect when results followed with integrity intact.
Courage creates credibility.
Leadership Is a Choice—For Them
Leadership today isn’t about control.
It’s about influence, trust, and meaning.
Titles may give you power.
But people give you followership.
So the real leadership test isn’t, “Do people report to me?”
It’s this:
If leadership were optional tomorrow, would people still choose to follow you?
That question—answered honestly—is where real leadership begins.
Till the next Article
By Arvind Kumar
29 Jan 2026