4. Does this leader believe in the innate equality, deservedness and worth of all people he/she leads, and do they support that core value in their words, actions and deeds?
5. Can this leader take critique and challenge well, and take responsibility and accountability for his/her actions, instead of blaming others? Do they show remorse when they go wrong, and apologize when an apology or change of course and attitude is called for?
6. Can this leader respect and like people who don’t agree with their actions and opinions?
7. Does this leader show maturity, emotional intelligence and regulation, temperance, patience, empathy, balance, and other key attributes that make a great leader?
8. In reviewing the communications from this leader over the past six months, including social media messages, public and private statements, emails and memos, and other written and verbal forms of communications, do the communications show more positivity than negativity? (i.e. What percentage of these messages contain uplifting, positive words and sentiments that move people forward and what percentage tear people down, blame or attack others, or contain otherwise divisive or negative messages? Is there a ratio of more than 3 to 1 of uplifting and positive language and messages vs. denigrating and negative ones?)
9. When this leader takes action, does the action support the growth, safety and success of the vast majority of people under him/her, or just those groups he/she is personally attached or connected to and only those who support him/her?
10. Finally, are you able to say “I love how this leader behaves and communicates because he/she builds bridges across major divides and differences, and reduces the potential harm, conflict, anger and a lack of acceptance among the people he/she leads?”
Bonus question: The opposite of question #10 is if you often have to say, “Well, he/she didn’t mean it” in response to divisive, derogatory or discriminatory statements the leader makes. If you find that you have to continually excuse away their behaviour and say “they didn’t intend it that way,” ask yourself one final question – Why do I continue to want to make excuses for this leader? Why not do what it takes to choose a leader or manager I don’t have to make excuses for?
If you find yourself saying “No” to many or most of these questions, then your decision is clear. This is not the leader you want to be supporting, and it’s time to make some powerful decisions on what you need to do.
Perhaps now’s the time to finally look for a new job, and leave that harmful manager or leader behind forever. Or perhaps you can pursue working in a different department, working for a different manager within your organization who aligns more closely with what you want.
Or maybe it’s time to take the reins and launch your own venture so you can finally become a great leader of your own enterprise. And now is the time to decide clearly who you want to lead you both regionally and nationally, in the upcoming elections.
Base your decision on what you truly value in life, and in all respects—both personally and professionally—choose to follow people whom you respect and who embody the very traits that you want to emulate and bring forward in both life and work.
What do you think? Should you support your leader or manager? Let us know in comments below.
Written by: Kathy Caprino
Originally appeared on: Forbes.com
Want to dramatically boost your power, confidence and impact in your career? Check out Kathy Caprino’s new book – The Most Powerful You: 7 Bravery-Boosting Paths to Career Bliss – today! To order in Australia and New Zealand, click here, in the UK, click here, and elsewhere outside North America, click here. Thank you!