In a post at Harvard Business Online, John Baldoni says true leadership has little to do with your position on an org chart. Just because you have an executive title, that doesn't mean the people you manage consider you a leader. Earning that respect entails a number of different factors, and Baldoni spells out four of them:

Reporting bad news. No one wants to be the person at the meeting who points out mistakes, missteps or failures—especially if it makes you or your boss look bad. But it's better to speak up than to let a project fail. Baldoni notes, however, that you need to pick your battles: "You don't need to challenge the boss or the boss's boss every time you disagree," he says. "People will assume you're a crank and dismiss you."

Sticking up for your team. "The boss who lauds his team in front of his superiors is a boss that employees love working for," says Baldoni. "And when the boss takes the heat for things gone wrong, they like him even more." Stick up for them, and they'll perform well for you.

Creating a righteous culture. Hold yourself to the same high standards you set for those you manage. If you demonstrate integrity, respect opposing opinions and treat people well, your employees will aspire to similar behavior.

The Po!nt: "Leaders have faults first and foremost because they are human," says Baldoni. "But genuine leaders acknowledge their faults and seek to do better."

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