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Yes—character matters in leadership, but it is only one part of the Three Cs model discussed here: character, competence, and communication. That is Jennifer Dublino’s broad business framing, not a universally fixed definition. Other sources use different Cs, so it helps to name the version before applying it.
What are the Three Cs of leadership?
In the character–competence–communication model, the three terms describe complementary leadership dimensions: how a leader behaves, whether they can do the work, and how clearly they guide others. Jennifer Dublino’s Business.com article, updated July 7, 2026, presents this as a broad business framework.
Character: how a leader behaves
Character is the ethical and behavioral dimension. The examples in the cited sources include integrity, honesty, fairness, ethical conduct, and accountability. It concerns the standards a leader applies, including when making difficult decisions or taking responsibility for outcomes.
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Competence means having the knowledge, skills, and judgment required to guide others. It is not simply confidence or seniority: the relevant question is whether the leader can understand the work and make sound decisions in its context.
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Communication: how a leader makes direction clear
Communication means conveying vision, expectations, and relevant information so others can understand what is needed. A leader may have strong character and expertise, but people still need clear direction to act on them.
Why character matters—and what the framework does not prove
Character matters because integrity, honesty, fairness, and accountability shape how a leader treats people and handles responsibility. It is therefore a meaningful part of evaluating leadership, alongside the ability to do the work and communicate it.
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That is a practical framework, not proof that adopting it will improve leadership or organizational outcomes. The sources describe the model and recommend ways to develop or assess its dimensions; they do not establish a causal effect or an empirical ranking of leadership models.
“The Three Cs” can mean different things
There is no single formulation established across the sources. Business.com also describes a competence–character–commitment version associated with military or high-stakes settings, while Covenant Health contributor Amber Cox uses competence, character, and commitment. Business.com presents challenge, confidence, and coach as a development-oriented alternative.
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| Formulation | Cs included | Context or emphasis described by the source |
|---|---|---|
| Broad business framing | Character, competence, communication | Broad business leadership; Business.com |
| Military-associated framing | Competence, character, commitment | Military-associated or high-stakes settings; Business.com |
| Covenant Health framing | Competence, character, commitment | Leadership reflection; Amber Cox, Covenant Health |
| Development-oriented alternative | Challenge, confidence, coach | Leadership development; Business.com |
These labels indicate differing emphases, not evidence that one model is superior. When using the phrase, state which three qualities you mean and why they fit the situation.
How to apply the character–competence–communication model
For hiring and evaluation
Business.com suggests possible ways to explore each dimension. These are the article’s practical recommendations, not validated assessment standards:
- Character: use behavioral interview questions, ethical scenarios, and references to explore how a candidate has handled responsibility and difficult choices.
- Competence: consider skills assessments and performance reviews relevant to the work.
- Communication: observe how the person explains direction and consider 360-degree feedback.
Use methods that fit the role and interpret evidence in context; no single interview answer or feedback source establishes a person’s character or overall leadership ability.
For individual development
Business.com recommends reflection, deliberate practice, intentional skill development, and seeking feedback. A useful starting point is to identify which dimension needs attention: ethical consistency, job-relevant knowledge and judgment, or clarity in communicating expectations.
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- Author: Bungay Stanier, Michael.
- Publisher: Page Two
- Pages: 244
- Publication Date: 2016-02-29
- Edition: 1
For team development
Suggested practices include stretch assignments, cross-functional projects, and mentoring. These can create opportunities to practice leadership behaviors and receive feedback, but the cited material does not show that any one practice causes better outcomes.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.How the sources frame leadership
Amber Cox, a member of Covenant Health’s 2025 Emerging Leaders Cohort, writes: “Leadership isn’t a role you wait for; it’s a responsibility you choose, and it starts with you.” Her framing uses competence, character, and commitment rather than communication.
In an August 2025 Virtuosity Character podcast, executive coach Adelle Wapnick describes her version as “competency, commitment, and character.” Those distinct formulations reinforce why the intended meaning of “Three Cs” should be made explicit.
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