Empathy: International influential leaders are empathetic. Empathy facilitates the leader’s identification with their followers. The leader confronts their fears, perceives their concerns, and identifies obstacles to reaching photographic images of them, but it requires the leader to seek the perspective of others actively. Subordinates who magnify empathy in their leaders tend to rate their leaders to be effective and show them appreciation. Such leaders also earn the respect of their followers, who have been known to step out of their way to accommodate the interests of their leaders. In her leader-member theory, Sibbald (1974) reviewed the quality of the relationships between subordinates and their leader as a significant determinant of perception regarding the leader’s effectiveness. Empathy, however, has the potential to work with internal and external parts of the organization to avert credibility loss. Through sense-making, the leaders can understand followers’ interpretations regarding threats from specific outcomes and then take action.
Tolerance and Agnosticism: International leaders recognize that successful management of people from different backgrounds necessitates high tolerance levels and open-mindedness. Leaders must see this and systems through other people’s eyes and must be willing to step into these views. This is particularly important since intolerance causes anger, and anger causes poor performance in a business setting. International leaders will encourage the expression of diverse viewpoints and respect individuals’ beliefs as much as possible, avoiding the judgment of the values held by others. Hypocrisy and double standards render leaders ineffective. The leader appears small in the eyes of the followers, and authenticity relies on the ability of the leader to be transparent and open.