Seven attributes of leadership accountability
Accountability is social construct, one that focuses on relationship to others. It is closely linked to, but distinct from, responsibility which is personal. Despite the simplicity and straightforwardness of this explanation, accountability remains one of the most misunderstood disciplines of leadership. But why is that?
It is because some see it as an entirely vertical structure, where subordinates report upwards to their superiors as in a hierarchy. They forget or choose to ignore the fact that accountability is actually a flat structure or horizontal construct, where everyone is mutually accountable. The risk of course is that when leaders are careless or clueless in their understanding of how accountability should work, they open the door to the most dangerous and destructive types of workplace culture.
Understanding the attributes of leadership accountability is therefore essential for several reasons. Firstly, it establishes standards of behaviour, without which there will likely be chaos. Second, it empowers organisations to nurture and mature leaders that reflect their values. Third, it provides an organisational ‘compass’ and centre of gravity whereby, even amid turbulence, those in leadership positions can steady the ship and stay the course.
The corollary of the above is that accountability is not just a desirable behaviour, it is an essential leadership survival skill. Set out below are the seven attributes of leadership accountability.
1. A healthy perspective of self
Far from an act of self-denial, a healthy and balanced perspective of self is the hallmark of humility. Those who demonstrate this attribute, always show a desire to learn from others as well as a willingness to be taught. They are not status conscious or affected by their standing or that of others. This type of posture is essential, especially when leaders need to acknowledge error and accept correction. In the context of accountability, when leaders are willing to be taught, they are positioned to learn and when they are positioned to learn, they are likely to improve.
2. A strong sense of duty
Wherever you see a commitment to accountability, you will see leaders with a strong sense of duty. Unlike choice, where individuals can opt in or out, duty speaks to personal responsibility and is hard-wired into the circuitry of leadership. Whenever this attribute manifests, it is not because leaders are directed or instructed, but rather because they are deeply inspired and self-motivated. In the context of accountability, duty is also significant because it is entirely unconditional. Therefore, even when circumstances change or become adverse, the sense of duty will not be affected.
3. The rhythm and routine of discipline
At a fundamental level, discipline is the art and science of consistency. It is not just a functional expression, but more importantly a cultural one. Driven by deeply rooted values, discipline is diligent, determined and does not question or second guess. In a work-place setting, discipline is the person who comes back from lunch break on time, knowing that to do otherwise would set a bad example for others. When a culture of discipline shapes leadership behaviour, individuals are empowered to regulate their own conduct without it needing to be regulated by others.
4. A rounded approach to honesty
It is impossible for leaders to be accountable unless they are honest. One of the more obvious ways in which honesty manifests is through the commitment to truth-telling, no matter how uncomfortable and inconvenient that truth may be. When leaders tell the truth, even in the face of ridicule, humiliation and judgement, they accept their vulnerability. However, just as important as telling the truth, is a leader’s capacity for intellectual honesty. When leaders are intellectually honest, there is an absence of bias or assumption in their reasoning. Instead, they apply the lens of fair-mindedness and impartiality in their approach.
5. A mutuality mindset
Why is mutuality an essential attribute of accountability? It is because when leaders live up to their highest calling, they are not just accountable for what they do, they are also accountable for what they see. To that extent, they do not just work within the team, but more importantly they work for the team. Accountable leadership makes itself available, shows up for others and takes active steps to share skill and knowledge assets. A commitment to mutuality empowers everyone to improve and ensures that teams become greater than the sum of their parts.
6. The ability to recognise oneself
In leadership, if you have problems with your ‘nakedness’, then you will avoid every opportunity to be accountable to others. There is probably no better measure of the extent to which leaders are comfortable with their ‘nakedness’ than their level of self-awareness. Leaders with a high degree of self-awareness possess a finely- tuned antennae and can quickly recognise their faults, maintain healthy boundaries and moderate the impact of their behaviour on others. As such, words like ‘please’, ‘sorry’ and ‘thank you’, the very building blocks of accountability, are ever-present in their vocabulary.
7. Loyalty to a fault
In the ecosystem of accountability, loyalty manifests variously as allegiance, obedience and trustworthiness. Loyalty does not orbit around accountability; it is central and pivotal to it. When loyalty presents it is usually because leaders have shown themselves to have integrity and credibility. As I have stated in previous blogs, when credibility is in evidence, confidence grows and when confidence grows trust is extended. It is this cycle of reciprocity, engendered by loyalty, that forms the ‘binding agent’ that can often inspire people to go over and above in the service of others.
No organisation can survive without the surety of a robust leadership accountability structure. Think of how a safety net provides protection for performers in a high-wire circus act and you will begin to appreciate the importance of accountability to organisational well-being. Therefore, when leaders exhibit these attributes, they perform a multi-layered role by providing assurance if things go wrong, ensuring that organisational values are upheld and modelling behaviours that shape workforce culture.
