It’s been another lively week in Westminster, with headlines once again dominated by the subject of leadership. Press briefings from some anonymous sources in Downing Street suggested that Prime Minister Keir Starmer was prepared to “stand up to any challenges” to his position.
The news sparked rumours of an imminent leadership challenge, which has not been forthcoming. It has however reignited debate over Sir Kier’s leadership credentials.
Was this story a genuine sign of strength, a leader showing resolve? Or was it a political distraction from the more pressing issues of the week, such as the prisoner release scandal or the growing speculation over the forthcoming Budget and the prospects of broken manifesto pledges?
Whichever side of the argument one takes, news such as this raises questions about the nature and perception of leadership itself.
It’s pretty standard on our (and I suspect other providers’) Leadership & Management training courses, to generate discussion amongst delegates about what traits and characteristics make a good leader.
When we ask the question, we hear familiar words — vision, integrity, self-belief, charisma, passion. But without fail, one phrase always emerges: the ability to create followers.
A leader, by definition, must have followers. They inspire belief, trust, and commitment in others; not through authority alone, but through credibility and purpose. Which, in the sphere of the current media storm, leads us to the question, has Keir Starmer truly created followers?
That’s not a political critique but a leadership one. Is his style inspiring people to rally behind a shared vision, or are they simply following out of necessity or party loyalty? The distinction is subtle, but in leadership terms, it’s everything.
Analysing leadership isn’t always comfortable. When we ask delegates to name “great leaders,” one of the most controversial names that often comes up is Adolf Hitler. Nobody, of course, supports his ideology or actions, yet his name surfaces time and again because, from a purely leadership perspective, he demonstrates a key quality: the ability to create followers on a massive scale.
This example usually triggers a passionate discussion, but it underlines an important truth. Leadership isn’t inherently good or bad, it’s neutral. The morality comes from how it’s applied.
Hitler’s rise was partly a result of circumstance; economic depression, national despair, and public disillusionment. But his ability to communicate a vision and unite people behind it was undeniably powerful; although it transformed to a regime of fear over time. As disturbing as it may be, this example helps us understand how influence, timing, and conviction shape leadership outcomes.
The reason we examine leadership traits, both positive and negative, is to recognise what influences people to follow others. Once we identify those behaviours, we can assess which exist within ourselves and which we need to strengthen or manage differently.
By cherry-picking the best qualities from respected leaders, confidence, empathy, authenticity, decisiveness, we can build our own leadership styles that fit the needs of our organisations and the people we lead.
Leadership development isn’t a one-time exercise. It’s a journey, one of constant learning, reflection, and adjustment.
At HR Champions, this philosophy underpins all of our training. Across our ILM Leadership and Management programmes, we help managers and emerging leaders explore their personal leadership styles, test their assumptions, and develop practical tools to lead confidently and authentically.
Through lively discussion, real-world examples, and peer-to-peer interaction, delegates discover that leadership isn’t about hierarchy, it’s about influence, integrity, and the ability to unite people behind a common purpose. Our ILM training provides a framework for that journey, from foundational management skills to advanced strategic leadership. Whether you’re leading a team, a department, or an entire organisation, our courses help you become the kind of leader others choose to follow.
One of my favourite phrases is that promoting your best salesman will produce your worst sales manager. This is because the two roles require very different skills and characteristics. Creating rapport and relationships with customers is very different from the inspiring and leading a team behind a common goal.
With continuing economic uncertainty and Royal Assent of the Workers Right’s Bill imminent, Leadership matters now more than ever. If you want to build a culture of trust, purpose, and motivation in your organisation, invest in developing confident, capable leaders who can truly inspire.
Talk to us about how our ILM Leadership & Management programmes can support you and your managers through the leadership journey. Call us on 01452 331331, or complete the contact form.
