Best Leaders: Why They Get Along with their Team

The Best Leaders Know How to Get Along with Their Team
Even the most seasoned leaders can stumble when they fail to connect effectively with their teams. No matter how skilled or experienced, a leader’s success ultimately depends on their ability to do three things well using far more than just the authority of their title:

• Collaborate.
• Influence.
• Inspire others.

Yet our research — drawing on insights from our People Manager Assessment Center and leadership simulation assessments — reveals a common challenge: many leaders struggle precisely when they need support from others. The ability to foster trust, navigate differing perspectives, and mobilize collective effort is central to sustainable leadership success.

Three Major Warning Signs a Leader Isn’t Connecting with Their Team
Leaders who struggle to build strong relationships often reveal it in three key ways:

• Attitude Shifts
  Subtle changes in tone, mood, or engagement that signal something may be amiss.
• Missed Deadlines
  A clear lagging indicator that collaboration or accountability is breaking down.
• Decreased Performance
  Tangible evidence that team effectiveness and outcomes are suffering.

While attitude shifts often serve as an early warning, missed deadlines and declining performance are more serious lagging indicators that action is needed. Recognizing these signs early allows leaders to address issues before they erode trust and results.

What the Best Leaders Do to Get Along with Their Teams

Drawing on more than two decades of organizational culture assessment research, the most effective leaders — those who genuinely get along with their teams — consistently:

• Pull their weight: they lead by example and earn credibility through action.
• Empower their direct reports: they build capability rather than control it.
• Foster trust: relationships are grounded in transparency and reliability.
• Show loyalty and respect: both given and received, reinforcing commitment.
• Can be depended upon: their teams know they follow through.
• Demonstrate integrity: principles guide decisions, even under pressure.
• Motivate and inspire: they elevate those around them, not just themselves.

Leaders who ignore these fundamentals risk ending up like the chessboard king, surrounded and outmaneuvered by the very pawns they failed to engage. Embedding the skills to collaborate, influence, and build authentic connections should be a core component of leadership development and leadership action learning programs — because strong relationships are the foundation of lasting team success.

Two Leadership Challenges to Navigate
If you’re stepping into a leadership role — even as a first-time people manager — be mindful of two common pitfalls that can stall or even derail your progress. Here’s how to manage them effectively:

1. Super Stardom
   High-performing individuals often carry a reputation for excellence — but this can spark jealousy or resistance among peers. To succeed as a leader, shift your focus from individual achievement to shared team outcomes. Listen, advise, and collaborate rather than dictate.

   Celebrate the wins of others and accept recognition not for yourself, but as a reflection of the team’s collective success. Remember: as a leader, your accomplishments are inseparable from the success of those you lead.

2. Office Politics
   Every organizational culture has workplace politics — some constructive, some destructive. The key is to rise above the negative. Maintain influence without compromising integrity. Avoid gossip, back-channeling, or favoritism, and seek guidance from trusted mentors when navigating interpersonal conflicts or turf battles. Leading with transparency and fairness builds credibility that lasts far longer than short-term maneuvering.

The Bottom Line
The most effective leaders lead by example, empower their teams, build trust, remain dependable, and act with unwavering integrity. How well are your leaders measuring up to these standards?

To learn more about what the best leaders do, download The Top Six Management Practices that Matter Most

by Tristam Brown: CEO

Tristam Brown is an executive business consultant and organizational development expert with more than three decades of experience helping organizations accelerate performance, build high-impact teams, and turn strategy into execution. As CEO of LSA Global, he works with leaders to get and stay aligned™ through research-backed strategy, culture, and talent solutions that produce measurable, business-critical results. See full bio.