Think only upper-level management candidates need leadership skills to succeed in your workplace? Think again. Ideally, every candidate for every job should recognize there’s a time to lead AND a time to follow, and that both actions require certain skills. Excellent candidates know how to read a situation and respond with either purposeful leadership or purposeful compliance, depending on the needs of the moment. And when the moment calls for leadership, the best candidates—even at the most junior level—know how to rise to the occasion. Here are a few of the leadership traits that are always valuable, no matter the role.

Situational awareness.

Does your candidate sit still and wait patiently until he’s told exactly what to do by whomever he perceives as an authority figure? That’s probably a bad sign. Not only does it suggest a decision-making blind spot, it also suggests the candidate may do a poor job of assessing authority. Highly passive people tend to follow orders without considering the actual role of the person giving it. Choose candidates who understand how the chain of command works and won’t blindly yield to the loudest person in the room.

Can your candidate spot a problem and take steps to fix it?

If your candidate witnesses a leaky pipe, a team miscommunication, a toxic relationship between two other team members or a mathematical error in a budget, how do they respond? Do they decide it isn’t their problem? Or do they make note of it, look for a solution, speak out, speak up, and get the issue addressed? Choose the candidate who will get answers and take action, even if they don’t immediately know what to do or how to do it.

Can your candidate say no?

There’s a time for yes and a time for no, and your candidate should be able to exercise each option under the appropriate circumstances. A doormat candidate will eventually feel resentful and bitter, and all employees need to take a share of responsibility for their own boundaries, schedules and limitations. If your candidate is asked to do something incorrect, unethical, harmful to their own well-being, harmful to the company, or harmful to customers or community members, will they have the strength to say no? Or can they ask directly for the resources and support they need? If so, consider this a plus.

Can your candidate say yes?

On the other end of the scale, can your candidate put others first when necessary? Can they move outside of their comfort zone when asked to stay late, make a difficult decision, stand in front of a group to speak, deliver painful news to someone, or put the needs and comfort of direct reports ahead of their own?

For more on how to choose a leader—even for a nonleadership role—turn to the hiring pros at Merritt.