The 5 C’s At The Core of Leadership
The essence of leadership continues to be a widely studied area of interest. Leadership is complex, and despite years of research, there is still no universal definition of what it is and what it takes to be a leader. While it is a highly coveted skill and critical for organizational success, exceptional leadership remains scarce. It’s because the definition continues to evolve and expectations vary from one organization to another. What a leader does, how they execute, and what success looks like in the role is unique to each company's culture and set of criteria. A leader can be highly effective in one organization and fail in another. There are countless books on the topic and businesses spend billions of dollars to develop leaders. Why is so much energy and effort spent on a quality that continues to evade so many? One answer is that organizations need leaders to inspire people to work towards a common goal. Exceptional leaders motivate people to want to work with them, for them, and follow them – they help to motivate others around a mission and purpose bigger than themselves. The great leaders possess a quiet confidence, build connections and relationships with others, and genuinely care about the growth and development of others. They understand each person possesses power and know how to tap into the innate powers, gifts, and abilities of each individual to drive organizational success. At the leadership level, one thing is clear… success does not happen alone; it happens through the collective efforts and engagement of others.
The first study of leadership dates back to Thomas Carlyle’s series of lectures on the Great Man Theory in 1840 and his 1841 book, On Heroes, Hero-Worship and The Heroic in History[1], sparking the debate over whether leaders are born or made. In the 21st century, the question remains unanswered, highly debated, and widely studied. While there may not be an answer or universally agreed-upon definition of leadership, there are a few core competencies that have stood the test of time. Curiosity, Confidence, Courage, Commitment, and Caring will serve any emerging or existing leader on their growth and evolution journey. Let’s take a look at how each of these competencies supports leadership growth and development:
Curiosity
The constant thirst for knowledge and the desire to learn are at the heart of leadership. Good leaders want to know and seek first to understand – they are curious about the what, what if and the why behind it all – Why are we doing this? Why does it matter? They often question the status quo and challenge the current state of things. Not because it’s broken, but because they want to understand the reason behind the way and why things are done. This is not about trying to change things but if it makes sense. Is there a sound reason for this business practice or are we doing this because this is how it has always been done? They question how what we are going is getting us to where we what to be. Good leaders ask the What, Why, How, Who, and When;
What are we doing? What is our vision? What are we trying to do or achieve that is different from the competition? What impact are we trying to make or have in the world?
Why does it matter? Why do we exist?
How do our decisions support our vision, and how will they get us there? How do we do it better than anyone else?
Who do we need? Who are the right people with the right skills, talents, and abilities needed to get us there?
When will we get there? When do we want to achieve our goal?
McKinsey & Company listed “continuous learning and humble mindset” as one of the personal attributes for 21st century leadership. In the article, The Art of 21st Century Leadership: From Succession Planning to Building a Leadership Factory, October 22, 2024, the authors Bob Sternfels, David Pacthod, Kirk Strovink and Wyman Howard state, ´Leaders can’t be afraid to take risks; they must be endlessly curious and learn from their mistakes. The highest-performing leaders we’ve observed never consider themselves to be the highest expert or the smartest person in the room.” [2]
Leadership is about remaining curious, constantly learning, asking the right questions, and not assuming you know all the answers.
Confidence
At the leadership level, confidence is the delicate balance between belief in one’s values, skills, experience, and demonstrated track record of success, with the ability to be open to exploring a different course of action based on additional data, relevant information, and/or input from others. Leaders with a high level of confidence trust themselves, their instincts, and feel comfortable making tough decisions, even when the exact outcome may not be clear. They are not self-serving and base decisions on what they believe is right and/or good for the organization. Confident leaders are intellectually humble, open-minded, and receptive to what others with greater knowledge and expertise can contribute to the decision-making process. Leaders are not expected to be experts in all matters; however, good leaders surround themselves with people who are knowledgeable in areas where they are not as strong and rely on them as trusted advisors. They quickly learn from their own mistakes, but more importantly, avoid making the past mistakes of others. This experience and wisdom becomes the foundation for their confidence and leadership direction.
Courage
While confidence breeds courage, courage is the ability to manage the emotional and mental skills needed to move forward or take action. Fortitude is at the essence of courage. The ability to tap into an inner strength that allows you to push forward, stay the course, and manage stressful situations with grace. Courage doesn’t have to be bold; it can be quiet and steady. Remaining grounded in one’s morals, beliefs, and values in the face of outside pressure to conform can be a strong act of courage. It often takes tremendous courage to chart a new or path less-traveled.
Leaders with courage are deliberate in their actions and decisions. They do not suffer analysis paralysis but can methodically evaluate the risks and rewards of a situation and then execute. Leaders with courage also accept accountability for their actions and decisions. They do not play the blame game; on the contrary, they accept full responsibility when things do not go according to plan and pass the credit to others when the outcome is successful. Courageous leaders have the ability to lean into difficult conversations and deliver thoughtful feedback in a manner that allows others to learn and grow from their experiences. They understand caring is a component of constructive feedback and genuinely want to help people become better. This courage is also modeled by their own ability to solicit and receive feedback from others. Leadership is about continuous opportunities to learn and grow, and feedback is viewed as a vital nutrient for professional development.
Commitment
The ability to follow through on commitments is the hallmark of leadership. Good leaders do what they say they will do, when they say they will do it. They make few promises and deliver on the ones they do make. Commitment is about consistency and consistency builds trust. When commitment is demonstrated through the consistent alignment of organizational values and actions, it models reliability and a standard of excellence for others. Employees know they can depend on you because you have demonstrated over and over that you can be relied on to get things done – you keep your word. Consistency provides predictability, and during uncertain times, it is important for employees to know the one thing they can predict and count on is their leader to get them through the tough times. Showing up during difficult times, supporting others, and being a force of stability creates resiliency. When leaders demonstrate commitment, team members can shift their energy and efforts from worry to work and achieving results instead of stressing about what is outside their control. Commitment and consistency help to create psychological safety in the workplace and a sense of security. Employees also learn that shortcuts don’t work and long-term success is built over time by doing things the right way – not the easy way. They learn what truly makes a high-performing team – staying the course together and working through the different stages of forming, storming, norming, and performing to achieve shared organizational goals.
Caring
If getting the right people on the bus and moving in the right direction is essential for leadership success, caring is the fuel needed to drive the bus. Caring about people is power! People drive innovation, performance, productivity, and are the competitive advantage for any business. In Gallup’s Global Leadership 2025 Report, the United States study listed compassion as one of the four uncovered needs for followers. Compassion was defined as, “the need to feel cared for and listened to.” [3]While being in a position of power and authority may yield short-term results, leaders who genuinely care about people, want to know who they are, and want them to be successful, build loyalty, trust, and employees who want to stay. They choose to follow leadership because they feel valued and appreciated, not because they need a paycheck.
Leadership can be lonely. Leaders are often faced with making difficult decisions based on highly sensitive and confidential information. They also have to serve as a model for others while managing social boundaries with other team members. Executive coaching and trusted advisors can be valuable resources for leaders. Executive coaching provides a confidential and safe space for executives and leaders to be vulnerable, reflect, and explore risks. Trusted advisors, especially other CEO’s and board members, often share similar experiences and can be sounding boards for advice, information, and resources. Succession planning is another tool that can prepare leaders for their journey. A succession plan can provide ample time for leaders to acclimate to the emotional and mental stamina needed at the next level, and the technical mastery required for their new role.
Everyone has the ability to demonstrate leadership abilities; they do not have to have a specific title to positively influence others and achieve exceptional results. Leadership can be self-directed. It can begin with making good choices, holding yourself accountable for doing your job well, managing your deliverables, and meeting deadlines. Leadership is a verb – it is about the action you take and the decisions you make each and every day – to show up, to do the work, and to positively contribute to the team, even on the days you don’t feel like it. While there may be certain leaders in the C-suite who are accountable for embodying the five C competencies, we can all practice demonstrating them in our work and daily lives. Leadership is not a title; it is how you show up. Good leaders remember that following them is always a choice. And they inspire people to show up and choose the best version of themselves every day!
References:
[1] On heroes, hero-worship and the heroic in history: also Essays on Goethe : Carlyle, Thomas, 1795-1881 : Free Download, Borrow, and Streaming: Internet Archive The Works of Thomas Carlyle: On heroes, hero-worship and the heroic in hist... - Google Books
[2] The new rules of leadership for the 21st century | McKinsey
[3] The World Governments Summit 2025 in collaboration with Gallup: Global Leadership Report: The Leadership Needs of Followers