What Makes a Good Leader?

All of us, managers, have heard it. We should be authentic. We should support our people. We should be assertive when it is needed. It sounds simple enough. But does it really mean anything? Whenever I mention authenticity during coaching sessions with my team, they nod along as if it’s obvious. But is it?

However, am I able to explain the meaning to my seven year old daughter? She is impressed by the manager role. She sees me as a captain who tells people what to do. Recently, she learned that not even that I have my own boss, but that he has his as well. She was genuinely concerned. Have I lost my position? For her, leadership was as simple as being the one in charge. That innocent misunderstanding made me reflect: Who is a leader, really? And what does it mean to be a good one? And what does it mean to be a good one?

Do Leaders Need to Be the Best Developers?

Leadership is not about being the most technically skilled person in the room. You don’t need to write Java code to lead Java developers. In fact, most of my leadership career has involved guiding teams that use technologies I’ve never worked with directly. Being a good leader doesn’t mean being the best developer—it means understanding enough to follow the conversation, grasp the team’s intentions, and ensure they’re focused on the right goals.

That said, leadership also requires trust. If you find yourself questioning whether your team is trying to “trick” you, it’s a sign of deeper issues and it is not the right time to talk about good leadership yet.

Creating a Safe Space for Growth and Mistakes

A leader’s first priority is to make the team feel safe. If you’ve given them 10 days to complete a task, checking in the next day undermines that trust. Similarly, you shouldn’t ping team members first thing in the morning about a customer ticket created at 10 PM, especially if the policy allows four business hours to respond. Micromanagement creates unnecessary stress and can damage morale.

That said, leaders often need updates, especially when managing multiple teams or initiatives. I coach my teams to proactively communicate obstacles, which is why we rely on tools like daily scrums. Still, no system is perfect, and communication breakdowns can happen. The key is to balance trusting your team’s professionalism with knowing when to step in.

For example, if a customer ticket with a four-hour SLA hasn’t been addressed, I give the team some time to resolve it themselves. If they don’t, I follow up with a Slack message to highlight the issue. If there’s still no response, I’ll assign it to someone directly. Usually, this prompts the team to self-organize and resolve the issue. Afterward, we always bring it to a retrospective to discuss what went wrong and how to improve.

Delegation vs. Hands-On Leadership

One of the most important lessons I’ve learned—thanks to being a father—is to give your teams the space to experiment. Let them try new things and explore the unknown. But always be there. When a team member leads their first project, stand by so they know they can turn to you if needed. It’s like letting your child buy their first ice cream on their own: they’re capable, but they feel more confident knowing you’re there.

As leaders, we’re often told to “remove impediments,” but what does that mean in practice? It could be a misconfigured Jira project, a lack of resources, or even repeated delays from another team. Not all impediments require your direct intervention. Sometimes you can delegate the solution. Other times, you might decide not to address the issue—just be honest with your team about why, instead of making empty promises. And when a problem has no solution, let your team know that too. It’s better for them to have clarity than to hold onto false hope.

Effective leadership requires striking the right balance between delegating and stepping in yourself. If you only delegate, your team might not see you as someone who actively supports them. On the other hand, solving every problem for them prevents their growth. 

Be predictable

As a leader, being predictable is key. Much like parenting, your team needs to know how you will react in different situations. Whether you’re a friendly and approachable leader or a more formal boss, consistency matters. Your team should never have to wonder whether you’ll praise them or criticize them unpredictably. Even when you’re unhappy with an outcome, they should anticipate your response. Uncertainty in leadership creates stress and undermines trust.

Feedback is one area where consistency is especially important. Always aim to praise successes publicly—it reinforces positive behaviors and motivates the team. Negative feedback, however, is best delivered privately. This approach minimizes embarrassment and fosters a constructive dialogue.

There are rare situations where team-wide feedback might be necessary. For example, if an issue reflects a collective problem rather than an individual one. In these cases, address the matter with the whole team, but avoid pointing at anyone. The goal is to encourage the team to reflect and self-correct, not to assign blame.

Identifying and Empowering Team Leaders

Every team has natural leaders—those with “sparkling eyes,” the ones you can trust and rely on. As a manager, it’s your job to identify them, make their strengths visible, and highlight their roles within the team. Empowering these individuals not only motivates them but also inspires others to step up.

A few years ago, I came across a powerful example of this in a video from the Slavia Prague dressing room. Their manager, Jindřich Trpišovský, gave a motivational speech before a game, calling out specific players as leaders for key responsibilities. For instance, he said, “We need to defend one-on-one and anticipate their moves—Ondřej, that’s your focus. Intercept their passes high, and remember to get back into formation if we lose the ball—Lukáš.” By naming individuals, he made them accountable and showcased their importance to the team’s success.

I’ve applied this approach in my own teams, and it works. When you make leaders visible, you create a culture of ownership and responsibility, elevating the entire team’s performance.

Leading as Your True Self

Authenticity is often advised, but what does it really mean? Simply put, it’s about being yourself. As a leader, everyone knows you’re the boss—you don’t need to prove it. Admit your mistakes when they happen. If you don’t know something, say so. On tough days, I’ve told my team, “I’ll do my best, but today is a hard day.” This openness builds trust and reminds your team that you’re human too.

Share appropriately from your personal life to show vulnerability, but also control your emotions. That doesn’t mean suppressing them; it means expressing them constructively. If you’re upset because expectations weren’t met, your team should know. On the flip side, let your team feel your joy when things go well. Feedback, both giving and receiving, is key to authenticity. Encourage your team to share when your leadership falters, whether it’s an unproductive meeting or a misplaced reaction. It’s not easy, but over time, this practice strengthens trust and collaboration.

Authenticity doesn’t mean losing sight of your role as a leader. While you can build friendships with your team, always remember that you represent the company. Even when you disagree with leadership decisions, your responsibility is to uphold the team’s alignment with the organization. If the dissonance becomes too great, it might be time to move on, but never let your frustrations undermine the team’s relationship with the company.

Even if you feel your boss is difficult or misguided, your team shouldn’t see that reflected in your actions. While they might sense your emotions, avoid any behavior that could damage their trust in the organization. Your role is to lead with integrity, even when the path is challenging.

Leadership is a constant journey of growth. What steps will you take today to become a better leader?