Qualitative evidence that a key component of leadership is magnifying and amplifying the talent of others

• Good leaders that magnify and amplify employees do not only increase their job performance and commitment within an organization but also go beyond the job requirements, thus increasing the organization’s general performance and making it more profitable.
• According to Coach Lolly Daskal, learning how to bring out the best in others is one of the most important things leaders should do.
• Furthermore, Richard S. Wellins, co-author of Your First Leadership Job: How Catalyst Leaders Bring Out the Best In Others, believes that “as a leader, your focus changes; your number one priority is to bring out the best in others.”
•  Liz Wiseman, author of Rookie Smarts: Why Learning Beats Knowing in the New Game of Work, also believes that magnifying and amplifying the talent of others is a key component of leadership. She calls leaders who bring out the best in others as "multipliers" who take the time to understand the capabilities of each individual so that they can connect employees with the right people and the right opportunities—thereby building a virtuous cycle of attraction, growth, and opportunity.
•  Tim Irwin, the author of Extraordinary Influence: How Great Leaders Bring Out the Best in Others, found that negative or ‘threatening’ statements from leaders tend to have the opposite desired effect. Words of affirmation actually activate areas of the brain associated with openness and calmness, which leads to greater productivity.
•  John Rampton, the founder and CEO of Calendar, also believes that leadership strategy is about empowering others to do their best and take on new challenges. Great leaders empower their employees to grow by giving them challenging opportunities and guiding them as needed to create great accomplishments.
•  Dana Brownlee, the founder of Professionalism Matters, also thinks that a great leader is one who makes those around them better. She believes that "if team members have become disengaged or stagnant in their work, it may be time to reassess and reform the strategies to create positive results."
• Leaders who consistently acknowledge employees for good work are five times more likely to stay at the company, and those who consistently help them manage their workload are eight times more likely to stay.
• According to global studies, recognition is the number one thing employees say their manager could give them to inspire them to produce great work.

Quantitative evidence that a key component of leadership is magnifying and amplifying the talent of others

• Based on the study conducted by DDI and Harris Interactive, 98% of employees who have good leaders are motivated to do their best, while only 11% of employees with ineffective managers felt motivated to give their best.
• Furthermore, when employees have a bad view of their manager’s ability to inspire their best, it leads to a poor turnover. 39% of those surveyed said they had left a job because of their leader.
• A leader who does not magnify or amplify the talents of others create a toxic workplace where 50% of employees leave their jobs at some point.
•  69% of employees say they would work harder if they felt their efforts were better recognized.
• According to Zenger and Folkman’s survey, 92% of respondents agreed with the assertion that “negative (redirecting) feedback, if delivered appropriately, is effective at improving performance.”
• According to Gallup's one study of 65,672 employees, those who received strengths feedback had turnover rates that were 14.9% lower than for employees who received no feedback.
• According to TINYpulse data, 21.5% of employees that don’t feel recognized when they do great work are almost twice as likely to be job hunting, compared to just 12.4% who feel recognized.
• TINYpulse discovered that 24% of employees who felt that they had not received recognition from their direct supervisor in the past two weeks had recently interviewed for another position, compared to just 13% who had received recognition.
• According to the surveyed HR leaders, recognizing employees boost employee experience (89%), employee relationships (86%), organizational culture (85%), employee engagement (84%), and organizational values (83%). Therefore, it’s important for HR leaders to treat employee recognition as a management practice with a real and measurable business impact.

JACK DORSEY

• Jack Dorsey is the chief executive of Twitter and Square.
• He began as a software programmer and enjoyed collaboration, teamwork, and spontaneity.
• In nearly all of Dorsey's endeavors he has pursued, he has done so with partners and a dedicated team.
• Jack Dorsey's leadership style is seen when he advises former Square CFO Sarah Friar in an email. He advises "her to not only put her team first but to challenge them every day to reach their highest potential".
• Dorsey aims to build companies that last beyond him. He makes sure that the company has a good team dynamic.
• In 2008, Dorsey was named to the "MIT Technology Review TR35 as one of the top 35 innovators in the world under the age of 35". Twitter has more than 139 million daily users.

MARY BARRA

• She is the CEO of General Motors.
• Mary Barra's management style can be described as collaborative. She stresses the importance of teamwork and everyone is heard.
• Her management style puts trust into employees offering them responsibilities to draw out the best in them.
• She takes into consideration ideas from her team and unites them into an innovative product.
• Barra motivates and cherishes the qualities of her team members that lead to team success.
• She has successfully created competent teams to innovate technologically advanced vehicles. GM's Chevrolet Bolt EV beat Tesla’s Model 3.
• She also increased the values of General Motors after their bankruptcy filing.

RAY LEWIS

• Ray Lewis was outspoken and ferocious and spent the whole of his "17-year career with the Ravens".
• He is considered the greatest leader in NFL history.
• He raised the level of performance from his teammates by motivating them.
• Lewis is considered that he was the one who made Ravens have consistently had one of the best defenses in the NFL when he was there.
• He was also the team's spiritual leader. 
• Lewis was named the defensive player of the year in 2000 and 2003.
• In 2000 and 2013, he led his team to a Super Bowl victory.

ALAN MULALLY

• He was the CEO of Ford Motor Company until 2014.
• Alan Mulally took over the Ford Motor Company in 2006 when it was in turmoil.
• Mulally was the "Executive Vice President of Boeing and the CEO of Boeing Commercial Airplanes" for 37 years.
• Alan Mulally "was personable and made people feel important".
• He brought "all employees together as a global team" and leveraged their unique knowledge.
• Alan Mulally "created a simplified leadership structure that aligned with his vision to get people to work together across the company as a global team".
• He gave his employees a voice and sought out their opinions and ideas.
• Mulally "took the struggling automotive giant from the brink of disaster to soaring profitability".
• He has picked multiple awards including Industry Leader of the Year by Automotive News Magazine, he is ranked No. 3 on Fortune's list of World's Greatest Leaders, and among Barron's World's Best CEOs.

ROY KEANE

• Roy Keane is regarded as one of the greatest captains of the Premier League era.
• Keane was Manchester United captain from 1997 to 2005.
• Sports Bible named Roy Keane as the best premier league captain of all time.
• He was inspirational and influenced his team members to bring out the best in them.
• Manchester United legend Gary Nevillel said, "Without a shadow of a doubt the most inspirational player I have ever played with, because he wasn't only the best player on the pitch most weeks... but the influence he had in terms of his standards, the fact that he made everybody else feel ten-foot-tall, the fact that he demanded from you all the time."
• He helped his team win seven Premier League titles, four FA Cups, and a Champions League.

EMPLOYEES THAT RECEIVE STRENGTHS INTERVENTIONS CONTRIBUTE TO HIGHER PROFITS AND SALES

• In an evaluation conducted across 50,000 different business units in 45 nations, researchers from Gallup found that, when compared to control groups, work groups that were provided strengths interventions witnessed a growth in sales by 10%-19%, while profits increased by 14%-29%.
• According to Gallup's 2017 State of the Global Workforce report, leaders that regulate the culture in a language of strengths and distribute it using company-wide communication and management procedures created effective teams with boosted productivity.
• The strength-based culture as inspired by leaders, give rise to team members who understand one another’s strengths, effectively relate to each other, evade possible conflicts, and improve group cohesion.
• Leaders who inspire team members to make better use of their strengths do so by giving employees greater input and freedom to administer those strengths.
• Gallup’s global report suggests that without exposing them to such opportunities, teams are more likely to be less confident in their ability to progress by working hard. It is a setback that affects their motivation and productivity.
• The report also states that "higher levels of autonomy also promote the development and implementation of new ideas as employees feel empowered to pursue entrepreneurial goals that benefit the organization (intrapreneurs)."

COMPLEMENTARY LEADERSHIP AS APPLIED BY LEADERS INCREASES THEIR TEAMS' AND THEIR OWN PERFORMANCE

• According to findings from a global survey of 4,000 employees by Garner, the leaders that administer complementary leadership witnessed a 60% rise in the performance of their group, while also seeing a 40% improvement in their personal performance.
• Complementary leadership significantly contributes to the performance of teams by bringing out the best in them.
• Such effective leaders identify those who have a more firm understanding of skills and expose them to opportunities that boost their performance within teams.
• HR leaders with complementary leadership should concentrate on capabilities within teams and shape behaviors in a manner consistent with expectations and goals of a company.

MOST EMPLOYEES QUIT THEIR JOBS DUE TO LACK OF APPRECIATION AND RECOGNITION

• In the end, leaders’ success or failures are measured against such aspects as employee turn-over and retention rates. As such, a leader’s ability to inspire team performance through motivational factors such as recognition and appreciation significantly contributes to their success.
• Appreciation and recognition work together to bring out the best in teams as a consequence of boosted motivation levels. In reciprocation, they perform better and contribute to organizational success (also leaders' success).
• According to a white paper by the O.C. Tanner Learning Group, recognition stimulates the performance of employees (team members) within an organization.
• Statistics indicate that high turn-over rates among employees are associated with leaders with poor skills who fail to acknowledge an individual in a manner that is memorable and meaningful.
• The report also highlights that recognition is a motivational factor that leaders must apply to team to encourage team members, as it is an accelerator capable of revamping performance speed and quality.
• Employees also quit because of reasons such as opportunities for a promotion or career advancement (32%), pay/benefits (22%), did not fit the position (20.2%), management or the overall work environment (17%), flexibility/scheduling (8%) and job security (2%); all of which can be manipulated by leaders to bring out the best in employees.

MANAGERS WHO SHAPE CHARACTER WITHIN ORGANIZATIONS ARE MORE LIKELY TO DELIVER HIGH PERFORMANCE

• According to the HOW's Report, workers that are motivated display three fundamental attributes: 1) fairly devoted — self-driven, show pride in their company for the way it operates in the world, 2) intensely culpable — embracing control, meeting responsibilities, and 3) wholly obligated — extending themselves and providing assistance to others. Also, motivated workers are remarkably productive.
• The report also highlights that 96% of the workforce in organizations where managers shape characters rate them as effective leaders, compared to 52% in organizations that do not focus on the same.
• Managers who shape character within organizations get the best out of employees' abilities and talents.
• Inspirational leaders shape team members' characters within organizations by scaling values, pursuing significance, heightening consciousness, and fostering freedom among their teams.
• Developing character requires leaders to organize space and time for workers and themselves to stop and reconnect with their most essential values, and then build tactics and operating procedures that offer compelling solutions to how organizational mission and every day work relates to employee purpose, and nourish greater consciousness and empathy toward the other actors they interact with daily.