Shared traits of great leaders and employees

[WORLD] Books on leadership are easy to find—crowding shelves, filling Kindle libraries, shared as if they hold the master key to success. Each one claims to decode what sets great leaders apart, offering bite-sized lessons and mindset tweaks like items on a checklist. But dig a little deeper, and something doesn’t quite add up. Aren’t many of these so-called “leadership traits” just the hallmarks of a strong team player?

That question isn’t rhetorical. Many of the qualities hailed as “leadership essentials” are, in reality, universal markers of high performance. Strip away the titles, and what remains are human behaviors that push teams forward—no matter the role.

We’re zooming in on three of them: fearing less, connecting more, and playing often. These aren’t corporate platitudes; they’re cultural building blocks. Embraced by individuals across hierarchies, they have the power to transform not just how teams work—but how they win. Whether you’re steering the ship or simply helping it sail straighter, these values belong to everyone who cares about making work work better.

Definitions & Overview: What Makes a Great Leader or Employee?

Leadership isn’t just about taking charge or calling the shots. Leading well isn’t just about taking charge—it’s about sensing the moment, rallying people around a purpose, and recognizing when influence matters more than authority. Contrast that with how we often define employee excellence: deliver results, lift the team, uphold the culture. On the surface, they occupy different lanes. But scratch deeper, and the separation starts to blur.

What makes a person trusted at the top tends to echo what makes someone relied upon in the day-to-day. That kind of alignment isn’t accidental—it’s structural. Resilience, clarity, initiative—these aren’t traits that arrive with a promotion. They’re already in motion long before the title changes.

They’re habits, not hierarchies.

Not long ago, leadership was something you earned by climbing up. Command-and-control models shaped everything from decision-making to office floor plans. That model, once dominant, now feels increasingly out of step with how modern teams operate. As rigid hierarchies give way to flatter, more agile structures, it’s becoming clear: leadership isn’t reserved for corner offices—it’s something that lives across the team.

When courage is encouraged from the middle, when empathy isn’t just expected from the top, and when creative thinking is everyone’s job, momentum builds in unexpected places. The result? Organizations that not only move faster and think sharper, but also feel more human in how they work.

How It Works: The Mechanics of Shared Leadership Traits

Let’s break down the three core qualities that both leaders and employees need to succeed:

1. Fear Less

Both leaders and employees who excel are not paralyzed by uncertainty or challenge. Instead, they:

• Speak directly and honestly, even when conversations are tough.
• Seek feedback and listen actively, eager to learn and improve.
• Commit to objectives and embrace ambiguity, knowing obstacles are part of growth.
• Hold themselves accountable, admitting mistakes and course-correcting without prompting.

2. Connect More

High-performing teams thrive on connection. The best leaders and employees:

• Engage regularly with colleagues, maintaining open lines of communication.
• Show empathy, respecting diverse perspectives and experiences.
• Foster a “we” mentality, prioritizing shared goals over individual egos.
• Serve others, collaborating freely and celebrating each other’s successes.

3. Play Often

Work doesn’t have to be all seriousness. Teams that innovate and grow:

• Experiment and treat failures as learning opportunities.
• Create solutions with imagination and initiative.
• Embrace change, driving healthy disruption and continuous improvement.
• Maintain a sense of humor, using laughter to build resilience and camaraderie.

Pros, Cons & Challenges

Pros:

• Shared traits foster a culture of trust, psychological safety, and innovation.
• Teams become more adaptable and resilient in the face of change.
• Collaboration improves, leading to better problem-solving and creativity.

Cons & Challenges:

Not everyone is comfortable with vulnerability or direct feedback.

• Balancing accountability with empathy can be difficult in high-pressure environments.
• Encouraging playfulness may be challenging in traditionally conservative industries.

Real-World Example: Google’s Project Aristotle

Google didn’t just want to know what made teams work—they wanted proof. So it launched Project Aristotle, an internal initiative that dug deep into team dynamics across the company. What surfaced wasn’t a technical metric or a managerial best practice. It was something far more human: psychological safety. The teams that thrived weren’t the ones with the sharpest résumés or strictest workflows—they were the ones where people felt safe to take risks, admit missteps, and ask for help without fear of judgment.

That finding flipped some long-held assumptions on their head. In environments where hierarchy once ruled, vulnerability now emerged as a performance driver. When team members, regardless of rank, felt empowered to speak up or show uncertainty, collaboration surged—and with it, results.

It’s no coincidence that this mirrors the “fear less, connect more, play often” framework. What worked at Google wasn’t just managerial brilliance from the top—it was cultural alignment from every direction. These high-performing teams didn’t wait for permission to lead with empathy or curiosity. They made space for it. And in doing so, they turned psychological safety into something measurable, repeatable, and—most importantly—human.

Common Misconceptions & FAQ

Q: Isn’t leadership about authority?

Leadership is less about authority and more about influence and example. Anyone can lead by embodying key traits.

Q: Can employees really drive change?

Yes. Teams with empowered employees who share leadership qualities often outperform those with a strict top-down approach.

Q: Does “playing often” mean being unprofessional?

Not at all. It means fostering creativity, resilience, and joy, which are essential for innovation and long-term engagement.

Q: Is accountability only for managers?

Accountability is a shared value. The best teams hold each other—and themselves—responsible for outcomes.

Why It Matters: Building Stronger Teams for the Future

In today’s fast-paced, complex workplaces, the line between “leader” and “employee” is increasingly blurred. Organizations that cultivate leadership traits at every level unlock greater innovation, adaptability, and engagement. By embracing qualities like courage, connection, and playfulness, teams become more than the sum of their parts—they become engines of growth and resilience.

As you reflect on your own work or team, ask not just what makes a great leader, but what makes a great colleague. Chances are, the answer is the same. Fostering these shared traits isn’t just a recipe for individual success—it’s the foundation for building magical, high-performing teams in any industry.