A good leader shows confidence by believing in the company. The purpose of the company, the mission statement, the vision, and every single policy and process that supports the company is held in high regard by a good leader. The leader knows that no matter what, following the guidelines established by the company will lead to good things. And the manager NEVER stops believing this. When things are going wrong and obstacles appear, weak-minded leaders will fold like a cupcake. True leaders will stay strong and remain loyal to their beliefs during the mess until the storm passes. Employees notice the boss’s loyalty to the company during these times and admire what the manager is doing for the company.
Sometimes good leadership is a lonely path. When things are going wrong, most team members will avoid the pain because it hurts and the solution to the adversity requires additional and unfamiliar thought. When the team members run, they still need a solution to the adversity or pain or the adversity will quickly go south. When the team is looking for the pain to stop, they will only look at the leader and judge his or her ability to handle the adversity. It’s a lonely situation when adversity hits, the team runs, and only the leader will be judged as the example to the solution who will also be the only one defending company protocol.
A leader who believes is an intricate part of the organizations culture. Organizational culture is the environment, who it is, why things are done, its personality if you will. Observing a “believing” manager makes a strong statement about who the organization is because the team will witness adversity battles head-on and support and sometimes mimic the behavior. The leader will earn referent authority points when the team observe his or her acts for the company and will likely follow more direction from the leader. Now a team exists who battles adversity head-on and the leader will have greater influence over the work behaviors that will define who the company is and why things get done.