The refinery yard was always full of noise — machines roaring, tankers lining up, and operators rushing with clipboards. But amidst all that noise, what truly defined Hana as a leader was not only her knowledge or discipline, but her heart.
She believed leadership was not just about managing processes, but about shaping people through kindness, honesty, and integrity. Over time, her team discovered the nine quiet signs that revealed Hana’s good heart.
1️⃣ Kindness in Action
When a harvester injured his hand, Hana didn’t just sign the accident report. She visited him in the hospital, brought his family food, and told him, “Your health matters more than production.”
Her kindness echoed louder than any policy.
➡️ Studies show kindness in leadership increases employee engagement and organizational trust [1].
2️⃣ Honesty Without Excuse
During an audit, Hana discovered a mistake in the mill’s reporting. Instead of hiding it, she admitted it openly:
"We missed this. It’s my responsibility."
Her honesty built trust, even with regulators.
➡️ Honesty is a core leadership trait tied to credibility and integrity [2].
3️⃣ Staying Humble
Though she was the manager, Hana never sat apart. In the canteen, she ate the same food, at the same tables, as her workers.
She often said, “The palm oil doesn’t know rank. It grows because we all do our part.”
➡️ Humility in leadership fosters collaboration and loyalty [3].
4️⃣ Never Gossiping
When workers complained about each other, Hana never fueled the gossip. She listened quietly and then said, “Let’s hear both sides before judging.”
She created fairness where rumors once divided.
➡️ Leaders who discourage gossip promote psychological safety and trust in teams [4].
5️⃣ Keeping Promises
She once promised a mandore that if yields improved, she’d fight for better equipment. Months later, when results came, she fulfilled her word. A new set of tools arrived, and so did the mandore’s loyalty.
➡️ Keeping promises is a fundamental part of “trust currency” in leadership [5].
6️⃣ Taking Responsibility
When the mill faced downtime, outsiders pointed fingers. Hana stood before the board and said:
"Don’t blame my team. The responsibility is mine."
And then, she worked with her team to fix it.
➡️ Great leaders take responsibility and share credit, strengthening organizational resilience [6].
7️⃣ Respect for Everyone
From clerks to contract workers, Hana greeted each person by name. She listened as much to a harvester’s story as to an engineer’s report. Respect was not selective; it was consistent.
➡️ Respect is one of the most universal values employees seek in a leader [7].
8️⃣ Helping Without Expecting
On weekends, Hana often helped the estate schoolchildren with their studies. She asked for nothing in return — only that they, too, would one day help others.
➡️ Acts of selfless service strengthen social bonds and leadership credibility [8].
9️⃣ Doing What’s Right (Even When It’s Hard)
When pressured to cut safety corners for faster output, Hana stood firm:
"We will not trade lives for numbers."
It was not the easy path — but it was the right one.
➡️ Ethical leadership is about making the right decisions under pressure, even at personal or organizational cost [9].
๐บ The Legacy of Hana’s Heart
Over the years, her refinery and mills improved not just in production, but in people. Workers trusted her. Young managers respected her. Communities loved her.
Because leadership is not measured by how much power you have.
It is measured by how much goodness you bring.
Hana showed that:
> Kindness builds trust. Honesty builds respect. Humility builds loyalty. And a good heart builds leaders who inspire others long after the machines fall silent.
๐ References
[1] Cameron, K. (2013). Practicing Positive Leadership: Tools and Techniques That Create Extraordinary Results. Berrett-Koehler.
[2] Kouzes, J.M., & Posner, B.Z. (2017). The Leadership Challenge. Jossey-Bass.
[3] Owens, B.P., & Hekman, D.R. (2016). “How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus.” Academy of Management Journal, 59(3), 1088–1111.
[4] Edmondson, A.C. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.
[5] Covey, S.M.R. (2006). The Speed of Trust. Free Press.
[6] Maxwell, J.C. (2011). The 5 Levels of Leadership. Center Street.
[7] Brown, M.E. & Treviรฑo, L.K. (2006). “Ethical leadership: A review and future directions.” The Leadership Quarterly, 17(6), 595–616.
[8] Greenleaf, R.K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
[9] Kidder, R.M. (2009). How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living. HarperCollins.
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