The 7 Leadership Behaviors Your Team Values Most

Years ago I left a job I loved because of toxic leadership.

At the time my team felt disrespected and unappreciated by the people we worked for. Transparency disappeared.

Directives shifted constantly. And the challenges introduced by these volatile changes were either downplayed or ignored.

As a result, we became disengaged, disconnected, and unproductive. What I had always loved about the environment was the way we worked together toward common goals. But suddenly we were too busy parsing each week’s new expectations to look out for one another.

The conversations we used to have about collaboration and fresh ideas were replaced with complaining and gossip.

It was difficult for me to process that the workplace I loved had disappeared. I wanted to help, but I didn’t know how. One day, during a conversation with my boss, I mentioned what I thought was self-evident: morale was low.

That was when the moment happened. My boss abruptly cut me off, and what he said next is still emblazoned onto my brain:

“I’m going to stop you right there. Everyone is happy to be here. If anyone is unhappy, they are welcome to leave.”
It felt like getting punched in the jaw. That the problems existed was troubling enough. But to discover that the individuals best positioned to address them didn’t care was crippling.

I began that conversation hopeful to be a part of positive change for my team, but I ended it determined to quit as quickly as possible.

It’s rare that toxic leadership is delivered so succinctly. Toxic leadership, like bullying, is more often a spectrum than a crossed line. An accumulation of little problems is as damaging as a single violent act.

Though this event was my catalyst, others I worked with did not need it to go nearly this far before they packed their bags.

Why is Strong Leadership Important?
Leaders connect their employees to team and company goals. They help individuals understand how their work contributes to something bigger.

They improve efficiency by finding the right people for tasks and facilitating skill-sharing.

Strong leadership is not a “nice to have.” It’s a necessity. Its absence is dehydrating to teams. Without it, we fall victim to careless mistakes and missed opportunities. Productivity plummets and turnover soars. No manager (or employee) wants these things.

I have been in the workforce for about ten years now, working in very different industries and cultures. My positions have varied, but my field consistently requires creativity and collaboration.

Roles like this benefit from leadership that is characterised by strong communication, high emotional intelligence, and deep industry knowledge.

But effective leadership is less about skills than it is about effort. The effort is what matters most.

When I work for an effective leader, I do my best work. I bring energy and confidence to my environment. I feel invested in problems my team is facing and I understand the ways I can contribute to solutions. I accomplish more in collaboration with my colleagues.

And I’m not the only one! As I thought about leadership, I spoke with a number of friends and former colleagues about it.

The answers were remarkably consistent. It got me thinking: how often are team members asked about what they need from leaders?

So I reflected upon the leadership behaviours that have made the biggest positive impact for me and others I respect. I do not believe that being a great leader is easy, but I do believe it’s simple.

And if you are developing or refining your leadership philosophy, these tips may illuminate what teams value most.

The 7 Leadership Behaviors Your Team Values Most

Put People First
Most leaders have countless responsibilities beyond simply managing. But the ones who make managing their top priority have the most productive teams.

The best managers I know have decided that their role is to facilitate the success of each individual working under them.

Rather than spending all their time with other leaders, they spend the majority of their time with their teams — understanding our jobs deeply on an ongoing basis, clearing obstacles, and coaching us through new career opportunities.

This may sound daunting, but it’s like going to the dentist regularly to avoid a root canal later. When this foundation is in place, team communication is stronger. Changes aren’t quite so blindsiding. Expectations are clear and consistent.

Most importantly, we aren’t bogged down by the feeling that leadership is working against us. Instead, we feel unified.

Respect The Emotional Landscape
Believe it or not, even when we are workers, we are humans. Humans have emotions. The workplace, ipso facto, is an emotional place.

And while different emotions require different leadership approaches, a leader’s response to negative emotions is most important to the health of a team.

When negative things happen (friends leaving, projects failing, confusion surmounting), great leaders empathize. They read the room and respond accordingly.

I never feel less respected than when a manager cracks jokes or asks “Why so glum?” to try to wrestle us out of frustration or sadness. These feelings are uncomfortable, but ignoring them only exacerbates them. Acknowledging them makes them easier to overcome. Send a message to your team: we are in this together, especially when times are tough.

Take it personally
There is a classic Simpsons scene in which Principal Skinner, the leader of the elementary school, tries to get to the bottom of a problem in his environment.

After coming up empty he asks himself, “Am I so out of touch?” Then he lands on a more comfortable answer: “No. It’s the children who are wrong.”

The joke is obvious: rather than entertain the idea that he is in any way responsible for the problem, he blames everyone around him. You would be surprised how often teams feel treated this way.

When problems are persistent — inability to adopt a new process, low team energy, etc. — they often go deeper than you may realize.

Great leaders reflect methodically on problems and engage their teams as participants in solutions. They are open to considering that the root of it all may be a mistake or oversight at the top, not simply employees being difficult.

Leaders who have a stake in team challenges create a culture of investment and accountability. Teams feel as if their perspectives are respected, and leaders model the importance of taking responsibility. The sense of community within a team also grows.

Master Fundamentals Before Adding Extras
The little things are delightful. Cards on birthdays, snacks at meetings, and other small surprises all work wonders to improve team morale.

That is, assuming the basics are covered.

An easy way to negate all of the good karma you’ve earned with the extras is to falter on the fundamentals. Great leaders get the big things right first.

They show up to meetings on time, do not constantly shuffle schedules, and keep promises. I have never eaten a slice of cake that made me forget all the times a meeting ran fifteen minutes late.

Most of us would much rather a leader who respects our time and needs on an ongoing basis than a leader who never forgets our birthdays. One is once a year. The other is five days a week.

Praise Effort, Not Outcome
I get it! Outcomes are sexy! They’re tangible and understandable to all. But the problem is reducing hard work to its smallest possible unit.

It encourages an “end justifies the means” mentality. An outcome typically cannot be replicated, but the behaviors that led to an outcome can be.

Hearing specific references to the work that enabled a win reinforces strong behaviors and provides a blueprint for success. Something like, “She overcame [X challenge] by [doing Y]” isn’t just a celebration; it catalogs the actions that the team should internalize. (Bonus points for leaders who praise effort along the way, not just once it all pays off).

Make Your “No” Meaningful
Not all nos are created equal. Those that come with a combination of deliberation, reasoned explanation, and a collaborative path forward are still disappointing, but they help me understand what happens next.

When these are absent, the no is more like food poisoning. Not only does it taste bad in the moment, it makes someone sick for days after.

When a team member comes to you with a request, there is often a root. Maybe this person wants more responsibility, or maybe they want to address a problem in the organization. Great leaders appreciate this energy.

If the answer has to be no, an honest and empathetic explanation goes a long way. But what helps even more, when possible, is a “No, but…”

Is there another opportunity to address what this individual is hoping for? If the time is not right, can you schedule time to check in three months from now? Responses like this make nos less discouraging and ensure teams do not feel afraid to pitch new ideas.

Don’t Say It; Do It

Many of us can play leadership platitude bingo:

“I am always open to new ideas!”

“I want you to feel comfortable giving me feedback!”

“I want to find ways for you to grow in your career!”

In my experience, these phrases are never less true than when they are spoken. More often than not, they are used to justify actions to the contrary. The best leaders don’t need to say these things. Instead, they live them.

Rather than saying, “I am always open to new ideas,” you might work through an idea with the team to assess if it’s feasible. Rather than saying, “I want you to feel comfortable giving me feedback,” craft a framework in which all team members can feel comfortable doing so.

Rather than saying, “I want to find ways for you to grow in your career,” entrust new challenges to employees and guide them along the way. The words may help you feel better, but the actions help the team.