Don't pretend to be someone you are not
As the Harvard Business Review states, you should strive to be as authentic as possible. Employees can spot a fake and will not respect you if they see you trying to be someone you are not. Your leadership style has to align with your natural personality traits, and you should consistently adhere to certain core values you genuinely believe in.
Don't be afraid to mention unpopular topics and hidden issues
People tend to admire someone who has the courage to address subjects that may have crossed their minds but are considered too uncomfortable or unpopular to discuss. Good and inspiring leaders have the ability to sense any skeletons in the cupboard or hidden challenges, and are not afraid to speak openly about these. Such openness builds trust and reinforces the value of their insights.
Never try to shift responsibility for your own mistakes onto others
Few things are more disingenuous than blaming somebody else for something that was your own fault. Be constructively self-critical: if you have made a mistake, admit it. This will make you more relatable and likeable, and also demonstrate to your team that it pays to face up to problems head-on.
Build strong personal relationships with your team
Your leadership style or the management frameworks you follow are ultimately less important than the relationships you build. Far more crucial are the personal connections you have with the people around you. Form friendly and meaningful relations with colleagues and subordinates, and take a genuine interest in them as human beings. You will find that this investment results in lasting loyalty.
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