I acknowledge you for the leadership trait of being friendly because few managers possess that trait. However, you ought to understand that friendliness should be exercised with caution by understanding the boundaries and limits beyond which friendliness cannot be tolerated. On many occasions, this leadership trait often backfires when quality and reputability does not line up (Crampton, 2018). It is critical to be empathetic and friendly, but many managers have discovered that employees always take advantage of this if there are no limitations and code of conduct expectations. The insubordination can be subtle, such as employees reporting to work just a few minutes past the required time or consistently engaging in unacceptable behavior towards others (Johnson, 2010). Nevertheless, do not be discouraged, you will be one of the greatest leaders if you combine friendliness with clearly expressed boundaries.
Persistence is an outstanding quality in the contemporary world because of the challenges that we encounter daily, and you should be lucky to have such a trait. Reaching amazing goals is not always a twist of fate; it is a result of persistent leadership that sees failure as a transient obstacle (Alvy & Robbins, 2010). Persistence is the ability to continue moving forward, searching out answers, and running in the direction of fulfillment. Persistence is likewise the ability to confront demanding situations and hold your perspectives even if the challenges of management grow to be stressful or complicated. Persistence is the driving trait behind sturdy leadership. However, be careful not to strain while chasing your ambitions. Do not work for 16 hours a day when you could work for 10 hours and achieve the same objectives.
Alvy, H. B., & Robbins, P. (2010). Learning from Lincoln: Leadership practices for school success. Alexandria, Va: ASCD.
Crampton, D. (2018). Effective coaching techniques for the too nice leader. Retrieved from https://corevalues.com/accountability/effective-coaching-techniques-for-the-too-nice/
Johnson, C. E. (2010). Meeting the ethical challenges of leadership: Casting light or shadow. Los Angeles: SAGE.