Survey: Perception of Most Important Leadership Attributes Vary by Age Group

Professionals would rather see strong personal qualities in their leaders than a hard-driving business edge, according to recent research from Robert Half Management Resources. The company surveyed more than 1,000 workers and conducted phone interview with more than 2,200 CFOs. For both groups, qualities such as integrity and fairness were much more highly valued than competitiveness or strategic mindset.

What workers want to see in their leaders, broken down by age groups.

Results varied depending on the age of the respondents and company size, however. For example, 72 percent of workers 55 and older placed emphasis on fairness compared to only 44 percent of 18- to 34-year-olds. That youngest age group selected “strategic mindset” as an important attribute at twice the rate of other age groups (49 percent vs. 26 and 25 percent).

Results from respondents from smaller companies tended to match the aggregate numbers. Some differences appeared in the answers from respondents working at large companies (more than 1,000 employees). There, integrity and transparency were more highly valued than at smaller companies, while competitiveness and strategic mindset were slightly less valued.

“Leaders who act with integrity and treat people well help maximize the contributions of their employees and build goodwill for their organization,” said Tim Hird, executive director of Robert Half Management Resources. “As important as these attributes are for managing a team, they also drive business by attracting investors, customers and potential staff members.”

Robert Half suggested three takeaways managers can act on immediately:

• Set the right example. In addition to modeling appropriate behavior, address performance issues quickly, which will show you do not let problems fester.
• Be upfront with employees. If there is news or a major change, give your team as much information as possible, as soon as possible. Otherwise, rumors spread. If you don’t have all the answers, say so, and then try to find them.
• Advocate for your team. Maintain open lines of communication with staff, and stand up for them in difficult situations. Look for opportunities to help them advance their careers and showcase their accomplishments to other executives in your company.