Rethinking What Makes a Leader

There’s a quiet belief that the best leaders are those who check all the boxes—visionary, strategic, ethical, inspiring, authentic, great communicators, and so on. It’s easy to assume that strong leadership means having the full package. But if we look closely at real-world examples, this belief doesn’t hold up.

The truth is simpler, and perhaps more freeing: leaders are not perfect people. In fact, they are far from it.

This may sound uncomfortable at first. Shouldn’t leaders be role models? Shouldn’t they lead by example in every way? Ideally, yes. But in reality, even the most admired leaders come with flaws, blind spots, and limitations. Leadership isn’t about perfection. It’s about impact—and impact comes in many forms, not from a checklist of ideal traits.

Take Warren Buffett, for example. He’s one of the most respected figures in the business world. But no one would describe him as a charismatic or visionary public speaker. He works quietly in Omaha, drinking Cherry Coke and making investment decisions. He doesn’t rally crowds or deliver powerful speeches. Yet his influence is undeniable. If we said leadership is about being inspirational, where does that leave someone like him?

Or Winston Churchill. He’s remembered for leading Britain during World War II. But his earlier political record was filled with major missteps. His policies in the 1920s and 1930s were so disastrous that he was pushed out of government before returning during the war. If leadership is about consistent good judgment or long-term strategy, how do we explain his rise?

King George VI of Great Britain presents another case. He played a central leadership role during a difficult time in history, yet he struggled with public speaking and relied heavily on others for execution. If leadership is about confident communication and taking action, he doesn’t quite fit the mold either.

We could go further. If leadership is about ethics, what do we make of Steve Jobs, who once bought a new car every six months just to avoid license registration—and parked it in handicap spaces? If it’s about caring for your people, how do we explain General George Patton, who famously mistreated soldiers with psychological trauma? If leadership is about authenticity, what about John F. Kennedy, who kept serious health issues and personal affairs hidden from the public?

These are not fringe examples. These are people widely recognized as influential, even legendary. But none of them ticks every leadership box. And that’s the point.

So what does this mean for all the leadership models, books, and training sessions that promise to shape people into ideal leaders? It means we need to be more honest. The real world shows us that there is no single set of traits that every leader must have. Instead, what we actually see are leaders with standout strengths and very human flaws. The best leaders bring something unique and powerful to the table—but they also leave gaps.

Rather than aim for well-roundedness, the lesson is to recognize that most effective leaders are spiky—they have one or two qualities that stand out and help them make a difference. Trying to smooth out their edges or mold them into the “complete package” may not only be unnecessary—it may be counterproductive.

What really matters is not whether a leader is complete, but whether they are effective in their own way. Do they bring people together? Do they drive results? Do they inspire confidence in the way they lead, even if they fall short in other areas?

This also changes how we should think about leadership development. It shouldn’t be about fixing every weakness or ticking every box. It should be about helping people understand what they naturally do best—and how to lead from that strength, even if it means being unconventional.

Leadership isn’t about perfection, and it isn’t about being the most well-rounded person in the room. It’s about using your strongest qualities to make things better for others—even while carrying the weight of your flaws. If we accept that, we free ourselves from the pressure to become something impossible—and instead focus on becoming impactful in the way that’s most true to us.