Beneath the Iceberg of Leadership | What Predicts Effective Leadership Behavior?
Much has already been written about leadership, leaders, and managers. One of the key questions is: what makes one leader effective, and another less so? It’s a topic that continues to be widely discussed, even in academic circles. Are great leaders born? What are the core traits of an effective leader? Which leadership skills can be developed? And the list goes on. In this piece, we’d like to dive a bit deeper into what actually predicts effective leadership behavior.
So how do we approach this?
Not with an exhaustive list of complex theories. Instead, we focus on four key predictors—areas where your organization can actively make a difference when guiding (new) leaders.
Focus 1: Why does someone become a leader?
- Task enjoyment: The motivation stems from the tasks themselves. These leaders genuinely enjoy (most of) the responsibilities that come with the role. (Intrinsic motivation)
- Reward: The main driver here is the benefits linked to the leadership role—such as salary, bonuses, promotion opportunities, or access to additional training. (Instrumental motivation)
- Status: The role confirms their traits, competencies, and values in the eyes of others, offering a form of recognition and prestige. (External self-concept motivation)
- Self-image: The individual wants to be a leader because it aligns with how they see themselves and what they expect from their own professional journey. (Internal self-concept motivation)
- Purpose: The person believes stepping into a leadership role will help the team or organization reach its goals more effectively. The motivation here is goal-driven rather than tied to the tasks, rewards, status, or self-image. (Goal internalization motivation)
In most cases, multiple motivations are at play, though one or two tend to carry more weight. Over time, these motivations may shift—just as the decision to remain a leader can evolve. It’s important to note: none of these motivations are inherently “better” or “worse.” What truly matters is whether the leader supports their team effectively, regardless of the motivation behind their role.
That said, research shows that certain motivations—particularly task enjoyment and purpose, and to some extent self-image—tend to result in more effective leadership behavior on average.
So, when someone expresses the desire to become a leader, it’s worth asking: Why? Is it the right reason? Are there other ways this person could express or fulfill those underlying drivers?
Ask good questions with the five motivation types in mind:
- Which leadership tasks are you excited about, and which ones do you dread?
- What do you think will happen to the team if you don’t take on this leadership role?
- Which rewards or incentives appeal to you most?
Focus 2: Do I want to serve others?
Leadership is sometimes viewed as a form of status (as mentioned earlier among the motivations for becoming a leader). But when we look at what actually makes a leader successful, it often comes down to having a **servant mindset**. In academic literature, this is known as *servant leadership*—a concept that’s also closely related to a few other leadership theories built on the same foundational idea.
Put simply, this theory suggests that a leader exists to serve the team and meet the needs of its individual members. In practice, this means the leader is responsible for achieving team goals—and does so by supporting employees in the ways they need to perform their tasks effectively.
Since both people and team goals are constantly evolving, a leader must remain adaptable—stepping in, adjusting, and offering support wherever needed. We’re not diving into the *how* of this leadership approach here, but it’s clear that it requires a sense of humility. A leader can’t lead in this way if they prioritize their own goals, ambitions, or ego above the needs of their team.
If you’re not willing to serve others—why would they follow you?
Focus 3: How do I perceive others?
Let’s build further on Focus 2. If you truly want to serve others, you first need to understand what their needs are. Step one is simple: ask them. That’s a good start—but as you may have noticed, not everyone has a clear picture of their own needs, and not everyone is equally open or transparent about them.
That’s where emotional intelligence comes in. It helps leaders (and anyone, really) to better read others and adapt more quickly. Emotional intelligence allows people to become more aware of their own emotions, and from that awareness, communicate in a constructive way—while respecting both their own boundaries and those of others.
A healthy dose of emotional intelligence helps build strong relationships, resolve conflicts, and lead with empathy. Emotionally intelligent leaders are better equipped to connect with diverse personalities and navigate emotionally charged situations. And in doing so, they’re able to inspire and motivate others more effectively.
Focus 4: Am I capable of this?
The final focus we want to highlight is the belief in your own ability to lead—what’s called “self-efficacy” in English. It’s a tricky concept to translate directly, as it combines elements of self-confidence, self-reliance, and belief in one’s leadership abilities. You might even think of it as a blend of “I’ve got this” and “I know what to do.”
If you don’t believe you can lead effectively, you likely won’t take initiative—whether it’s starting a conversation, resolving a conflict, adjusting team responsibilities, or making tough decisions. And without that intent, there’s no action.
So how do you build that essential sense of self-efficacy? Part of it is personality, but the bigger part comes from experience: training, coaching, and opportunities to learn. Leaders need structure to hold onto, but also space to fail and grow. Leadership is a skill—and like any skill, it takes knowledge (knowing what to focus on), technique (how to do it), and time to practice and improve.
What should organizations pay attention to with these four areas?
When selecting future leaders, make sure to assess these predictors thoughtfully. Not everything needs to be perfect—most aspects of leadership can be developed or guided over time. But it certainly helps to start with a strong foundation. Don’t get too caught up in technical knowledge or subject-matter expertise. While those are important, they’re generally easier to develop in the short term compared to deeper leadership qualities.
Looking for a sounding board or more insights into leadership development?
- Join one of our free workshops—designed specifically (and exclusively) for HR professionals: https://www.thetippingpoint.be/events/
- Explore our full offering on leadership development: https://www.thetippingpoint.be/fr/sujets/leadership/
- Or just drop us a line at info@thetippingpoint.be.
