What makes a “good” leader?
There are multiple dimensions through which we assess who would make a ‘good’ leader.
Are they of service? How is their communication? What are their ethical intentions? Are they achieving results? How motivated are their teams? What have they done before?
However, there is a more simple way to easily judge a potential leader, and that is: Into which quadrant do they fall when considering character/expertise continuums?
Character is the set of moral and ethical qualities that guide how a person behaves, especially when facing difficult choices. Assessing character is judging someone on their own record of judgements. Character is revealed not in our words or intentions, but in our actions — particularly when no one is watching or when doing the right thing comes at a personal cost. Character encompasses traits like honesty, courage, empathy, and integrity, but it’s more than just a collection of virtues. It’s the internal compass that helps us navigate complex decisions and stay true to important human values, even under pressure.
Unlike expertise, which can be gained through study and practice, character is developed through experience, reflection, and conscious choice. It’s shaped by how we respond to ethical challenges, how we treat others, and whether we choose to learn from our mistakes. Strong character doesn’t mean being perfect — rather, it means being willing to acknowledge our flaws, take responsibility for our actions, and continuously strive to align our behavior with our values. When selecting a leader, by this point, they should have a track record of conscientious behaviors and decisions. In leadership, character becomes especially crucial because it influences not just individual decisions, but the culture and conduct of entire teams, future leaders, and the organization at large.
Expertise goes beyond just technical knowledge or years of experience in a specific role. True expertise comes from accumulating diverse experiences and learning to recognize patterns that can be applied across different situations. It’s the ability to draw insights from various contexts and adapt them to new challenges. For instance, a leader might not have faced this exact crisis before, but their expertise and past success allows them to pull from similar past experiences — maybe from different industries or roles — to inform their approach.
Expertise also includes knowing what you don’t know, being able to ask the right questions, and understanding how to leverage the knowledge of others. It’s not about having all the answers, but rather knowing how to find them and apply them wisely. It involves building capacity, over time, to understand and hold complexities.
Where would some of our current leaders fall on this graph? Think about those with deep expertise but questionable character — perhaps the brilliant strategist who takes credit for others’ work. Or those with strong character but limited expertise — like the newly promoted manager with great integrity but a little lost on the context. Or perhaps other leaders, who fall into the quadrant with weak character and weak expertise.
The most effective leaders work to develop both dimensions — building their expertise through diverse experiences while strengthening their character through ethical decision-making. This doesn’t mean perfection in both areas, but rather a commitment to continuous growth in both dimensions. The next time you hear someone described as a “good” leader, consider asking: “good in what way?” The answer might reveal more about both the leader and the person making the judgment.
