The 21 Indispensable Qualities of a Leader: Becoming the Person Others Will Want to Follow

Maxwell’s central premise throughout this book is that effective leadership stems from internal character rather than external techniques or positional authority. Before attempting to influence others, leaders must first develop who they are internally through honest self-assessment and sustained character work. This means identifying ethical lapses, recognizing destructive patterns, and making genuine amends when necessary. For example, a manager struggling with team trust might begin by examining whether their own integrity issues—such as taking credit for others’ work or making promises they don’t keep—are undermining their influence. Character development requires methodical effort over time, addressing one weakness thoroughly before moving to the next.

While competence matters, Maxwell consistently emphasizes that relationship skills outweigh technical expertise in determining leadership effectiveness. Research he cites shows employers value interpersonal skills more than formal education. This means leaders should invest significant energy in understanding people’s universal needs—feeling valued, receiving direction during confusion, finding hope in difficulty—while also recognizing individual differences that require adaptive approaches. Practical applications include learning team members’ names and personal details, listening between the lines for emotional content during conversations, and walking through one’s workspace to connect authentically with team members. The key, Maxwell believes, is genuine care—viewing people as worthy of investment rather than as means to organizational ends.