Inner leaders have internalized feelings of caring, respect, and enjoyment in working with all stakeholders in the common enterprise, and they show it.
Caring—defined as feelings of respect, concern, or interest for another— is a part of the idea of consideration; one of the two traits of leadership coming out of post–World War II research.
Caring leader behavior communicates the leader’s willingness to serve the needs followers have.
Inner leaders respect their followers enough to seek out opportunities and systems to share planning, decision making, and work methods determinations with individuals.
Leaders who value those they work closely with have a penchant for close interaction with them.
When inner leaders treat coworkers with a basic respect and confidence in their ability and desire to work to a high standards of effectiveness and responsibility, they are more productive and hard working.