People are always talking about the aptitude, the traits, the characteristics of  leadership when trying to identify the "up and comer." Most of the leadership traits people talk about refer to things that anyone could have and anyone could develop. Leadership examples might be good character or responsible. Anyone can have good character or be responsible because they have had a good upbringing or good training. The trick in recognizing true leadership is not in learnable skill sets or trained behavior but in motive and drive.

A person who has a motive or drive for leadership will have certain needs that will drive him or her. There are eight key needs that leadership has and when you recognize these leadership traits in someone, you have a greater chance of having a leader in your midst than not. The key is to listen for the needs of these "leaders" and if they fit into the ones listed below, you probably have a "leader" on your hands with all the concomitant development and training issues that go with the territory.

These are needs to listen for are as well as what you can do.

1. The need to influence people. For young recruits entering your organization, there may be touchy situations because even at an early age, leaders need to influence people-even when they're at the bottom rung of the corporate ladder. As the manager, you may think this person is "too big for his/her britches" or consider him/her a "smart alek." The truth is you may have a leader on your hands and that person is a mirror for you. If you are having a reaction to this "mirror," it's more about you than the "leader."

2. The need to be acknowledged. The "leader" has a high need to be acknowledged for who s/he is. A compliment won't do here. It must be about telling the "leader" WHO s/he is rather than giving an "at-a-boy/girl." The "leader" might do extra work, even personal work for you in order to be acknowledged. A compliment from the boss is OK. An acknowledgment from the manager is heaven sent.

3. The need to be accepted. Even though "leaders" tend to be three steps ahead of everyone, they need acceptance because they feel so different. If a "leader" is not accepted or feels unaccepted, s/he will tend to isolate, keep moving forward, but develop a lone-ranger mentality. When this happens, this "leader" is lost to the corporate world. Challenge the leader to be a team player by focusing on their strengths rather than their weaknesses.

4. The need for leadership mastery. The leader must feel like s/he can master a subject or an area. If you keep pulling these people off jobs and putting them on new ones without them feeling like they really "get" it, they will wither. If they appear to want to stay, even though production/time tables are met, they are trying to create mastery in this area. Let them stay for a while longer. They must be able to achieve mastery and then view their accomplishments.

5. The need for leadership recognition. If your "leader" is doing more than anyone and it's almost getting embarrassing, they have a need to be recognized. Praise them! Recognize them in front of others. We all need to be recognized and leaders need it daily!

6. The need for peace. Leaders will run you ragged to get things accomplished and they also need quiet time. They need time to reassess where they are, what they have accomplished and celebrate the wins. When a leader isn't given this time and they don't take it for themselves, recognition becomes the driving force instead of leadership. Recognition is a false messiah but we do follow it. If a "leader" is moving full speed ahead and then wants to take time off at an inopportune time, it's probably because of the need for peace.

7. The need for independence. Leaders need to be independent even if it scares them. Leaders don't want someone looking over their shoulder all the time. Give them an assignment and watch them go. You won't be disappointed. Simply be there to answer questions and refocus if necessary.

8. The need to control. Leaders need to control. If " leaders" aren't allowed to control things, as they grow within the organization, they will become angry, frustrated and may even resort to verbal abuse, if not worse. If they have this need, let them control certain things. Let them be responsible for what gets done and what doesn't and let them be prepared to take full responsibility for it. This is called challenging the person to grow-something we don't do enough of it in the corporate arena.

If you don't see a majority, say 5 out 8 needs in your "leaders," you probably don't have one on your hands. A leader's needs will always be present. If they are taken care of early in their leadership career, they won't come back to haunt them later in their career.