Along with the previous definition of a leader, it needs to be added that along with having emotional intelligence they need to fully disclose their dislike of change to their followers. Very few people like change, especially if it requires effort, and so without acknowledging your own resistance to change why should any of your followers? By acknowledging your weakness you can accept it, work on it and move past it.
Goleman, D., Boyatzis, R., & McKee, A. (2002). "Metamorphosis: Sustaining leadership change." Primal Leadership: Learning to lead with emotional intelligence (pp. 139 - 168). Boston: Harvard Business School Press.
Kegan, R., & Lahey, L. L. (2009). "We Never Had a Language for It" Immunity to Change: How to overcome it and unlock the potential in yourself and your organization (pp. 61 - 84). Boston: Harvard Business Press.
My original definition of a leader was a person with strong leadership qualities has excellent communication skills, a strong work ethic and a desire to do better. They know how to delegate power, give credit where it is due and urge their fellow workers/group members to do better. They know what needs to happen and they dedicate as much time to it as needed until it is finished. A leader will surround themselves with a group of people who can work together efficiently and can make up for each other's missing abilities. This makes up the ideal team, each being able to handle a specific aspect of the project. A leader also needs a strong base of emotional and social intelligence in order to inspire those who work for them. You cannot be a good leader if you are ignorant to others basic emotional needs. However, although a leader should be prepared and the "rock" everyone can rely on, a little fear is not a bad thing as long as it is handled professionally. Fear is a great driving force when used carefully and sparingly. A leader must have a clear goal and direction. If they do not know what they want or where they are heading, how should their followers know? Followers need guidance as to what and where they are headed for; otherwise they may leave their leader for a new one who provides a clear compass. A leader must be able to make the difficult decisions no one else wants to since there is often times more than one correct answer to a problem. However, when it comes to legal matters they may only have the option to choose the right and legal answer otherwise they may put their team/company in jeopardy if they choose mercy over justice in those situations.
Kidder, R. M. (2003). "Overview: The ethics of right vs. right." How Good People Make Tough Choices (pp. 13 - 29). New York: Simon & Schuster.
Lee, R. J., & King, S. N. (2001). "Ground your leadership vision in a personal vision." Discovering the Leader in You: A guide to realizing your personal leadership potential (pp. 31 - 54). San Francisco: Jossey-Bass, Inc.
Kyle, D. T. (1998). "The sovereign: The power of presence." The Four Powers of Leadership: Presence, intention, wisdom, compassion (pp. 159 - 191). Deerfield Beach, FL: Health Communications Inc.
Goleman, D., & Boyatzis, R. (2008). "Social intelligence and the biology of leadership." Harvard Business Review, 86(9), 74-81. Retrieved from
Rath, T. and Conchie, B. (2009). Strengths-based Leadership: Great teams, leaders, and why people follow. Gallup Press: Washington, D.C.