It is widely accepted that effective leadership is critical to an organization’s success. While the qualities and behaviours of successful leadership continue to be debated, there seems to be common acceptance in the psychological literature (and within leadership competency models) that the best leaders are bold, assertive, charismatic, risk-taking and decisive. Steve Jobs or Richard Branson may come to mind. But what if effective leadership also includes other traits that are much less overt or easily recognizable?
