How do you measure up against these traits of good leadership?

Everyone wins in an organization characterized by good leadership, but people can talk a good game and spout leadership quotes and clichés all day long. And leaders both good and bad will tell you the right things to get you on board, get you to go above and beyond the call of duty, do more than what is expected and even give your own personal time and energy to help them or the business succeed.

Over time, under good leadership, this results in success for both the organization and the individual. Under bad leadership, it usually results in burned out, discouraged and disillusioned followers – which in turn negatively impacts the organization and its customers as well.

I don’t know about you, but I’m tired of ending up on the burned out, disillusioned side. And I certainly don’t want to be the kind of leader who brings all of that bad ju-ju down on my own company.

To save time and life energy, you need to be sure at the outset of a new work or volunteer endeavor that you’re working for the right type of leader. Here are a few criteria you can use to get to the heart of the matter – the personal character of a leader – before you sign on to work for them or their organization:

• What’s their track record like? It’s not just about wins and losses or whether they have been successful; it’s about how they have achieved what they have achieved. Do they have a history of winning at all costs or would their followers take a bullet for them?
• How do they treat people who can’t help them? A great way to determine the character of a leader is to take note of their behavior toward individuals who have no power or no ability to help them succeed in their current endeavors.
• Do they have any interest in what you want out of the relationship? Good leaders view working relationships as mutually beneficial and with a view to the long term. They take time to discover whether what you want in the long term will be possible or aligned with the values of their own business. Poor leaders tend to want what they perceive you have or can do for their business, whether or not it is aligned with your personal goals and values -- and sometimes even without your permission.
• How do they treat people who leave their organization? Do they discard people who no longer matter to them? Great leaders take a long term view of relationships, don’t burn bridges and leave doors open. Poor leaders don’t waste time on relationships which they see of no benefit to themselves.
• Do they show good judgment when it comes to “fit?” Good leaders understand the importance of interpersonal ‘fit’ amongst the people who work for them. Whereas poor leaders tend to adopt an “if it doesn’t fit, force it” approach, so long as they get what they want. 
• Are they generous and honest when it comes to giving credit to others? Good leaders pay authentic compliments and praise the work of their staff in specific terms. Good leaders don't need to take credit for the work of others, because they are not insecure, envious or threatened. Great leaders understand that what makes them great is the way that they facilitate the success and recognition of others.  Poor leaders find subtle (or even not so subtle) ways to take credit for the work of others. They imply that they had something to do with the successes of others. 
• Do they micromanage? The best leaders surround themselves with good people and turn them loose to do the things they do best and most enjoy. Great leaders know they don't have all the answers and inspire trust by trusting those around them to do what is expected.  Poor leaders demonstrate controlling and maybe even bullying behaviors. Poor leaders feel that they need to control the flow of information and try to place themselves as the funnel of information to and from their team.
• Is there any sign of "bait and switch?"  Good leaders don't paint a picture that doesn't measure up to scrutiny.  Poor leaders will do so, or will say what they think you want to hear to get you on board; however, once they are writing the paycheck, quickly reveal that you've signed on for something else and demonstrate that they feel they hold the whip hand in the relationship.
• Do they invest in employee development, whether or not it’s related to current projects or job responsibilities? Great leaders – leaders worth following – invest in developing others around them, even if it might mean that the individual will leave for another opportunity. Great leaders know that investments made in their team will pay off in real results as well as greater employee job satisfaction and loyalty. By contrast, poor leaders tend to invest only in things which will (only) bring benefits in the here and now, and which primarily benefit themselves as a leader or the business.

If you are considering a new position, take the time to speak with other individuals within an organization about the leadership that exists within it from the top down. Try to get at the heart of what the leaders within the company truly value, and what it is that they value about others. And take time right now to consider what type of leader that you, yourself, will become.

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Elizabeth Kraus is the author of 365 Days of Marketing.
If you want to build a business which provides the maximum when it comes to customer and employee satisfaction and loyalty as well as profitability, change the way that you  understand and use marketing.  365 Days of Marketing is available on amazon.com or save $5 off the list price when you use the Code USH9VPJG and purchase on my site at 12monthsofmarketing.net.