The AL Model

The AL Model describes components we have identified as necessary for effective accountable leadership to take place within organizations.

Component 1: The Accountable Leader’s Mindset

  • Understands and acknowledges the full scope of their influence and responsibility
  • Is able to understand and identify positive and negative outcomes for the people they lead and serve, and
  • Is motivated and able to develop an authentic-to-self approach to creating or avoiding those outcomes.

Component 2: The Accountable Leader’s Behaviours

Creating Outcomes

Leaders place greater emphasis on the producing the outcomes that are expected than spending time trying to persuade others to that negative outcomes should be perceived positively.

Rising to the Challenge

Leaders are self-aware and able to push past fears, limitations, taking advantage of opportunities to grow, improve leadership approach and provide greater value to those they lead and serve.

Developing Bonds of Trust

Leaders build trust between themselves and those their lead and serve, as well as facilitate trust amongst those they lead and serve.

Fostering Loyalty and Engagement

Leaders are able to effectively demonstrate the value of employee contributions showing an understanding of how what is brought to the table strengthens them and the team.

Empowering Ethical Productivity

Leaders are able to empower employees to be both productive and successful without being at odds with company culture and ethical stances.

Building Bridges & Eliminating Silos

Leaders model the creation of positive cross-functional relationships at the managerial level, and encourages employees in the creation of positive, supportive, mutualistic and cooperative inter-team relationships with other functional areas.

Managing Conflict

Leader observes, and takes a proactive approach to resolving conflict, and avoids contributing to the development of intra-team and inter-team conflict.

Averting Crisis

Leader identifies, acknowledges and solves problems that exist, acknowledges risks, and implements risk mitigation strategies to minimize negative outcomes.


Leader develops and communicates a clear idea of the destination in terms of growth, a response to changing business requirements and providing greater value, persuading others to come along and take appropriate actions.

Being the Boss

Leader is comfortable making use of their authority, utilizing their right to give orders, make final decisions, and ensure the compliance of their employees, while maintaining positive relationships.

Component 3: The Accountable Leader’s Environment

The Accountable Leader’s Environment refers to anything external to the individual that can either improve or hinder leadership potential and ability to take the necessary actions to achieve necessary outcomes. Generally, this refers to an organization’s or institution’s treatment of its culture, approaches and processes, and resources that have an impact on leadership selection, performance, assessment and development.

We outline a few examples in our post, “How Systems and Organizations Can Undermine Effective Leadership“.

An environment conducive to an accountable leader’s emergence and success:

  • DEFINES LEADERSHIP – Sets clear leadership and management standards
  • ASSESSES LEADERSHIP – Evaluates performance against expected outcomes
  • SUPPORTS LEADERSHIP – Identifies and bridges leadership skill gaps for new, and newly promoted leaders