# data[].attributes.attachment_link.readable_text
The Global Emotional Intelligence Test uses 40 questions which are derived from, the Global instrument, which contains 158 items. These are based on Goleman's four quadrant Emotional Intelligence Competency Model (2002). Click EI Capability Assessment here for more details. Short EI quizzes such as this are meant to be fun, and to give you a guide to which EI areas you are doing well in and those which perhaps you need to focus on for development.

This Test, is a forced-choice psychological test which requires you to choose Instructions for the FREE EI Test one statement in each pair of statements that describes you best. For each pair of statements, select the statement that best applies to you. Do not over-analyse the questions, or try to think of "exceptions to the rule." Be spontaneous and choose the statement that comes closest to the way you are.

Occasionally there will be questions that ask you to make a close call between two choices. This is because the Test is trying to distinguish between specific areas. If a question is very close and you can't decide which statement applies to you best, you can come back to it after you have completed the other questions.

The Test usually takes about 10 minutes to complete. At the end of the test, click on the Score Test button, and wait for the computer to generate an EI profile of your scores. If you have answered honestly and accurately, your scores will reflect your capability level within each of the EI quadrants.

We cannot guarantee the accuracy of the results of this Test - only that it can help you begin your journey of self-development!

# data[].attributes.attachment_link.title
Emotional Intelligence Test - Global Leadership Foundation

# data[].attributes.attachment_link.description
Free emotional intelligence test developed by Global Leadership Foundation

# data[].attributes.body
The attached document contains my personal leadership philosophy.

# data[].attributes.attachment_link.authors[].name
Online: Kravis Leadership Institute website, Twitter

# data[].attributes.attachment_link.title
What Is Authentic Leadership? Do You Have It?

# data[].attributes.attachment_link.description
Here are the four components of authentic leadership. Which do you possess?

# data[].attributes.attachment_link.readable_text
A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better. - Jim Rohn, American entrepreneur.

Everyone on Samit's team knows that he's "there for them." He checks in with them often to see how they are, and he helps them develop the skills they need to advance their careers, even if this means that they may move on.

Samit also makes an effort to see situations from others' perspectives. He makes decisions with the team's best interests in mind, and ensures that everyone has the resources and knowledge they need to meet their objectives.

As a result of this, his team is one of the most successful in the department, with low staff turnover and high engagement.

Samit is an example of a "servant leader." In this article, we'll explore what servant leadership is, and the advantages it can bring you as a leader. We'll also look at situations where it isn't appropriate.

What Is Servant Leadership?

Robert K. Greenleaf first coined the phrase "servant leadership" in his 1970 essay, " The Servant as a Leader." However, it's an approach that people have used for centuries.

As a servant leader, you're a "servant first" - you focus on the needs of others, especially team members, before you consider your own. You acknowledge other people's perspectives, give them the support they need to meet their work and personal goals, involve them in decisions where appropriate, and build a sense of community within your team. This leads to higher engagement, more trust, and stronger relationships with team members and other stakeholders. It can also lead to increased innovation.

However, servant leadership is problematic in hierarchical, autocratic cultures where managers and leaders are expected to make all the decisions. Here, servant leaders may struggle to earn respect.

Important:

Remember that servant leadership is about focusing on other people's needs - not their feelings. Don't avoid making unpopular decisions or giving team members negative feedback when this is needed.

Also, do not rely on it exclusively - use it alongside styles like Transformational Leadership, where you develop an inspiring vision of the future, motivate people to deliver this, manage its implementation, and build an ever-stronger team.

How to Become a Servant Leader

According to Larry C. Spears, former president of the Robert K. Greenleaf Center for Servant Leadership, these are the 10 most important characteristics of servant leaders:

1. Listening.

2. Empathy.

3. Healing.

4. Awareness.

5. Persuasion.

6. Conceptualization.

7. Foresight.

8. Stewardship.

9. Commitment to the growth of people.

10. Building community.

Once you've decided to prioritize other people's needs over your own in the long term, you can work on developing your skills in each area. Let's look at how you can do this.

1. Listening

2. Empathy

3. Healing

This characteristic relates to the emotional health and "wholeness" of people, and involves supporting them both physically and mentally.

4. Self-Awareness

You can become more self-aware by knowing your strengths and weaknesses, and asking for other people's feedback on them. Also, learn to manage your emotions, so that you consider how your actions and behavior might affect others.

5. Persuasion

There are many tools and models that you can use to be more persuasive, without damaging relationships or taking advantage of others. You should also build your expert power - when people perceive you as an expert, they are more likely to listen to you when you want to persuade or inspire them.

6. Conceptualization

This characteristic relates to your ability to "dream great dreams," so that you look beyond day-to-day realities to the bigger picture.

7. Foresight

Foresight is when you can predict what's likely to happen in the future by learning from past experiences, identifying what's happening now, and understanding the consequences of your decisions.

You can use tools such as SWOT Analysis and PEST Analysis to think about your current situation and environment, while Scenario Analysis helps you understand how the future could play out. Use the ORAPAPA checklist when you make a decision, to learn from experience and make sure that you've considered all the angles.

Also, learn to trust your intuition - if your instinct is telling you that something is wrong, listen to it!

8. Stewardship

Stewardship is about taking responsibility for the actions and performance of your team, and being accountable for the role team members play in your organization.

9. Commitment to the Growth of People

Servant leaders are committed to the personal and professional development of everyone on their teams.

10. Building Community

The last characteristic is to do with building a sense of community within your organization.

You can do this by providing opportunities for people to interact with one another across the company. For instance, you could organize social events such as team lunches and barbecues, design your workspace to encourage people to chat informally away from their desks, and dedicate the first few minutes of meetings to non-work-related conversations.

Encourage people to take responsibility for their work, and remind them how what they do contributes to the success and overall objectives of the organization.

Tip:

See our article on Leadership Styles to explore popular leadership approaches and the advantages and disadvantages of each one.

And see this Expert Interview for a valuable discussion on the misconceptions and realities of servant leadership.

Key Points

You are a servant leader when you focus on the needs of others before you consider your own. It's a longer-term approach to leadership, rather than a technique that you can adopt in specific situations. Therefore, you can use it with other leadership styles such as Transformational Leadership.

You can become a servant leader by working on these 10 characteristics:

1. Listening.

2. Empathy.

3. Healing.

4. Awareness.

5. Persuasion.

6. Conceptualization.

7. Foresight.

8. Stewardship.

9. Commitment to the growth of people.

10. Building community.

Servant leaders are likely to have more engaged employees and enjoy better relationships with team members and other stakeholders than leaders who don't put the interests of others before their own.

# data[].attributes.attachment_link.title
Servant Leadership: Putting Your Team First, and Yourself Second

# data[].attributes.attachment_link.description
A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better. - Jim Rohn, American entrepreneur. Everyone on Samit's team knows that he's "there for them."

# data[].attributes.attachment_link.readable_text
Have you ever been in a group where someone took control of the situation by conveying a clear vision of the group's goals, a marked passion for the work, and an ability to make the rest of the group feel recharged and energized? This person just might be what is called a transformational leader.

Transformational leadership is a leadership style that can inspire positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic, and passionate. Not only are these leaders concerned and involved in the process; they are also focused on helping every member of the group succeed as well.

Quick Background

The concept of transformational leadership was initially introduced by leadership expert and presidential biographer James MacGregor Burns. According to Burns, transformational leadership can be seen when "leaders and followers make each other to advance to a higher level of moral and motivation."﻿﻿

Later, researcher Bernard M. Bass expanded upon Burns's original ideas to develop what is today referred to as Bass's Transformational Leadership Theory. According to Bass, transformational leadership can be defined based on the impact that it has on followers. Transformational leaders, Bass suggested, garner trust, respect, and admiration from their followers.﻿﻿

Mental Health in the Workplace Webinar

Components

Bass also suggested that there were four different components of transformational leadership.

1. Intellectual Stimulation: Transformational leaders not only challenge the status quo; they also encourage creativity among followers. The leader encourages followers to explore new ways of doing things and new opportunities to learn.

2. Individualized Consideration: Transformational leadership also involves offering support and encouragement to individual followers. In order to foster supportive relationships, transformational leaders keep lines of communication open so that followers feel free to share ideas and so that leaders can offer direct recognition of the unique contributions of each follower.

3. Inspirational Motivation: Transformational leaders have a clear vision that they are able to articulate to followers. These leaders are also able to help followers experience the same passion and motivation to fulfill these goals.

4. Idealized Influence: The transformational leader serve as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize his or her ideals.

So what are some typical signs of a transformational leader? Groups led by this type of leader tend to be both successful and loyal. They give a lot to the team and care deeply about the group's ability to accomplish its goals. Turnover tends to be quite low as transformational leaders are able to inspire a great deal of commitment in their followers.

In their classic text, Transformational Leadership, authors Bass and Riggio explained:

"Transformational leaders...are those who stimulate and inspire followers to both achieve extraordinary outcomes and, in the process, develop their own leadership capacity. Transformational leaders help followers grow and develop into leaders by responding to individual followers' needs by empowering them and by aligning the objectives and goals of the individual followers, the leader, the group, and the larger organization."

"Research evidence clearly shows that groups led by transformational leaders have higher levels of performance and satisfaction than groups led by other types of leaders," explained psychologist and leadership expert Ronald E. Riggio in an article for Psychology Today.

The reason, he suggests, is that transformational leaders believe that their followers can do their best, leading members of the group to feel inspired and empowered.

What can you do to become a more transformational leader? Leadership experts suggest that having a strong, positive vision of the future plays a critical role. Not only is it important to believe in this vision yourself; you've also got to inspire others to buy into your vision as well.

Link to Well-Being

According to the results of one study, this style of leadership can also have a positive influence on employee well-being.﻿﻿

The study published in the Journal of Occupational and Environmental Medicine involved surveying workers at several different German information and communication technology companies. Researchers asked participants to answers questions about their employer's leadership style.

A score for transformational leadership was then determined based on qualities such as providing intellectual stimulation, giving positive feedback for good performance, leading by example, and helping employees feel like they were making a contribution toward the goals of the group.

The researchers discovered that employees who identified a higher level of transformational leadership in their employers also had higher reported levels of well-being. The effect stayed significant even after researchers controlled for factors that are linked to well-being such as job strain, education, and age.

"The results of this study suggest that a transformational leadership style, which both conveys a sense of trust and meaningfulness and individually challenges and develops employees, also has a positive effect on employee well-being," the authors summarized.

Real-World Applications

So what impact could such results have for managers and workers?

The study's authors suggest that the results are important and can help companies develop leadership training programs that can be used to teach transformational leadership skills. Acquiring communication skills such as resolving conflicts in the workplace and recognizing the needs of employees are an important part of transformational leadership.

"Such training programs can be seen as another essential component of workplace health promotion and prevention efforts and therefore should receive wide support," explained the study's authors.

A Word From Verywell

The transformational style of leadership can be highly effective when used appropriately, but it might not necessarily be the best choice for every situation. In some cases, groups may require a more managerial or autocratic style that involves closer control and greater direction, particularly in situations where group member are unskilled and need a lot of oversight.

One way to improve your own leadership skills is to assess your own current leadership style and think about ways in which your strengths can benefit the group you are leading. By evaluating your own skills, you will be better able to play to your strengths and work on improving your areas of weakness.

# data[].attributes.attachment_link.title
How Do Transformational Leaders Inspire and Motivate Followers?

# data[].attributes.attachment_link.description
Have you ever been in a group where someone took control of the situation by conveying a clear vision of the group's goals, a marked passion for the work, and an ability to make the rest of the group feel recharged and energized? This person just might be what is called a transformational leader.

# data[].attributes.attachment_link.readable_text
Choosing the right leadership method can be confusing and challenging. Starting in the 20th century and extending to now, psychologists have given charismatic leadership theory attention because of the strong personalities who have been able to manage in that style. Leaders like Martin Luther King Jr. and Pope John Paull II have made their legacies for leading with a great deal of charm and charisma.

Through a close look at charismatic leadership theory's significance, its advantages and disadvantages, and some real-world historical examples, we give a comprehensive overview of the leadership style. The psychology behind this unique leadership model deserves more attention because of its current and future applications in our society. There's definitely a compelling case for adopting the charismatic leadership strategy, but leaders should understand its nuances more thoroughly before they consider implementing it in their own leadership practices.

What is Charismatic Leadership Theory?

Before adequate attention can be given to the significance of charismatic leadership theory, it must first be defined. Recently, a study titled "Charismatic leadership: Eliciting and channeling follower emotions" offered that "charismatic leaders elicit strong emotions from followers which encourage devotion and action, and these emotions mediate the relationship between charisma and its effects." In simpler terms, the leadership concept can be chalked up to the successes of different leaders based on their charismatic approach to problem-solving.

Max Weber, a prominent sociologist from the early 1900s, originated the terminology for the three dominant kinds of leadership styles: charismatic, bureaucratic and traditional. He maintained that leaders embody all three kinds of authority models in different proportions or ratios.

Bureaucratic Leadership

According to the study "The Relationship between Bureaucratic Leadership Style (Task-Oriented) and Customer Relationship Management (CRM)," bureaucratic leadership can be defined as a model where "Leaders impose strict and systematic discipline on the followers, and demand business-like conduct." Further, bureaucratic leaders are typically rule-reliant and project their authority rigidly.

Traditional Leadership

Separately, traditional authority models are founded on long-standing conventions. More directly, traditional leaders find their power and legitimacy through customs that have existed for long periods of time.

Charismatic Leadership

Charismatic leadership, thus, is much more dependent on the personality of the leader. Status, a business communications company, stated that leaders who apply the style are "individuals who use their personality and communication style to gain the admiration of followers." Because of this, more than any other type of leadership style, charismatic leaders depend on the strength of their personalities to win over their audience.

Furthermore, Status said that charismatic leaders are capable of responding intelligently to social cues. In fact, charismatic leaders' success stems in part from their ability to respond to the emotional needs of their followers. While this unique leadership style certainly has its perks, it also has some unexpected consequences.

The Benefits and Drawbacks of Charismatic Leadership Theory

Charismatic authority, which so strongly depends on the personality of the leader, can certainly yield positive results. Because charismatic leaders often play on emotional appeals, they occupy a unique position where they are able to both motivate and calm their audiences.

David E. Rast, a social psychologist, has proved as much. In his work, he's stated that charismatic leaders, or "transformational leaders," become more desirable in times of social uncertainty. This logic makes sense considering the decisive nature found in the leadership method.

Another stark advantage of charismatic leaders is their ability to consistently motivate their followers. In the article "The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," the authors stated that charismatic leaders "cause followers to become highly committed to the leader's mission, to make significant personal sacrifices in the interest of the mission, and to perform above and beyond the call of duty." By intricately and compellingly playing on the values and feelings of their followers, charismatic leaders can successfully motivate people to accomplish their goals.

What's more is that charismatic leaders can empower their followers through a unique bond or trust. Charismatic leadership theory can be put into action only if the leader can cultivate a profound sense of trust with a group of followers. This bond relies then on the charismatic leader holding their own actions and behaviors accountable.

At the same time, though, there can be several drawbacks to the unconventional leadership style. While charismatic leaders often rely on their confidence to build and maintain a following, having too much confidence could prove problematic. Workplace psychologist Steve Nguyen outlined four major drawbacks to leaders depending on their charisma. These include:

1. An arrogance that distracts the leader.

2. An inability to groom possible successors.

3. A power vacuum after the leader steps down.

4. A proneness to resist addressing problems.

In some instances, charismatic leaders have employed their charm for manipulative purposes. Roger Eatwell, a political scientist, has weighed in on this issue exhaustively and believes it could be a reason for the rise of fascism in the right before World War II. In the workplace, charismatic leaders can bring disadvantages, as well. Shelley Frost of the Houston Chronical said charisma by itself is not a strong enough quality to lead, and "the leader must have the best intentions of the company at heart and have other leadership qualities to back up the charisma." These other qualities would be industry knowledge, receptiveness to criticism, and the ability to listen, to name a few.

To avoid these pitfalls, leaders should blend their authority styles. Relying too heavily on charisma compromises the ability to maintain support and trust. A study by the American Psychological Association found that individuals who were excessively charismatic were not as effective as moderately charismatic leaders because of their inability to lead operationally. In other words, extremely charismatic leaders usually could not keep up with the structural requirements of their positions. Separately, leaders who mixed authority styles in a more balanced way were much more capable of satisfying the requirements of their posts.

The Psychology of Charismatic Leadership Theory

In order to understand the psychology of people who have applied their charisma to their leadership styles, it's helpful to look at real-world examples. By understanding their behaviors and actions, we can better understand the inner workings of some of the most immediately recognizable charismatic leaders.

Rev. Martin Luther King Jr.

The Civil Rights leader in the 1950s and '60s displayed an intense confidence in front of crowds to help peacefully desegregate the United States. Uniquely, King was able to deliver his charismatic leadership style in an inclusive way to help motivate his following to non-violently overthrow Jim Crow-era laws. His legacy today is important not only for the rhetorical power of his speeches, but also for the effective and inspiring ways he was able to lead America toward Civil Rights legislation.

Pope John Paul II

As the pope who led the Catholic Church through the millennium, John Paul II was responsible for proposing and carrying out several changes to the institution in the late 20th century. He was able to do this because of his outward and infectious charisma, which according to Telegraph correspondent Damian Thompson, "was so overpowering that people felt giddy in his presence." Because of his ability to lead through his palpable charisma, he was able to unite and inspire Catholics across the world.

Steve Jobs

As the CEO of Apple in different stages of his career, Steve Jobs was able to bring the world into the 21st century by motivating his teams to produce their best work. His authority style, based on his own charisma, successfully introduced our world to impressive music storage, smart phone technology and cloud computing.

Alvernia University offers an online Bachelor of Science in Psychology. Balance education and a busy life through Alvernia University's flexible online programs. Develop skills needed to succeed as a professional and learn from knowledgeable faculty in small class sizes.

# data[].attributes.attachment_link.title
The Art of Charm: The Charismatic Leadership Theory | Alvernia Online

# data[].attributes.attachment_link.description
Choosing the right leadership method can be confusing and challenging. Starting in the 20th century and extending to now, psychologists have given charismatic leadership theory attention because of the strong personalities who have been able to manage in that style. Leaders like Martin Luther King Jr.

# data[].attributes.body
Emotionally Intelligent Leadership: A Guide for Students

# data[].attributes.headline
Association for Supervision and Curriculum Development

# data[].attributes.subject
Association for Supervision and Curriculum Development

# data[].attributes.body
ASCD

# data[].attributes.attachment_link.description
We create practical, timely, affordable professional learning to help educators and instructional leaders provide students with a modern, equitable, and quality education.

# data[].attributes.attachment_link.readable_text
Transformative Principal Leadership Academy - Kerrville ISD (Session 1 of 3)

Tivy High School
Wednesday, July 15, 2020 - Thursday, July 16, 2020
8:30 am - 4:30 pm

Instructional Rounds - Ft. Worth Area

Godley ISD High School
Tuesday, September 15, 2020 - Thursday, September 17, 2020
8:00 am - 4:30 pm

Curriculum Leadership Academy 32 - McKinney (Session 3 of 3)

McKinney ISD Central Administration/Conference II
Thursday, September 17, 2020 - Friday, September 18, 2020
All Day

Academy Jumpstart 2020

HEB ISD's Pat May Center
Tuesday, September 22, 2020 - Wednesday, September 23, 2020
All Day

Curriculum Leadership Academy - Jumpstart (Session 1 of 3)

HEB ISD's Pat May Center
Tuesday, September 22, 2020 - Wednesday, September 23, 2020
All Day

Click here for our full calendar of events.

# data[].attributes.attachment_link.description
Tivy High School Wednesday, July 15, 2020 - Thursday, July 16, 2020 8:30 am - 4:30 pm Godley ISD High School Tuesday, September 15, 2020 - Thursday, September 17, 2020 8:00 am - 4:30 pm McKinney ISD Central Administration/Conference II Thursday, September 17, 2020 - Friday, September 18, 2020 All Day HEB ISD's Pat May Center Tuesday, September 22, 2020 - Wednesday, September 23, 2020 All Day HEB ISD's Pat May Center Tuesday, September 22, 2020 - Wednesday, September 23, 2020 All Day Click here for our full calendar of events.

# data[].attributes.attachment_link.readable_text
Think about the most successful leaders in the world, past and present. If you were to compare them with inefficient leaders, the difference wouldn't necessarily come from their skills. The more important factor would be how the successful leaders would be able to provide you with a clear and defined approach to how they lead other people: their leadership philosophy.

In this guide, we'll define what leadership philosophy is and the benefits of having one. We'll explore the idea of publishing your statement and provide you the four steps required for creating a leadership philosophy to guide your leadership.

WHAT IS A LEADERSHIP PHILOSOPHY?

The combination of leadership and philosophy might sound rather odd. On the face of it, the terms don't seem to have much in common. So, what does leadership philosophy mean? To understand it, it's a good idea to first examine the two words separately, as it'll allow you to understand how they can fit together to provide you with guidance in leadership.

The definition of philosophy

When you think about philosophy, you'll probably first think about some of the greatest thinkers of our time, such as Voltaire, Plato and Descartes. Furthermore, you probably haven't thought about using philosophy in your everyday life and the concepts and ideas might sound a little bit difficult to comprehend. But as one the oldest disciplines in the world, philosophy has plenty to offer and it's part of our everyday experience whether we consciously think about it.

The word philosophy literally translates to " the love of wisdom". The Oxford Dictionary defines philosophy as, " a theory or attitude that acts as a guiding principle for behavior ". Indeed, the guiding idea of philosophy is to live a good life. It's about striving for expertise and personal as well as collective fulfillment. Philosophy could be seen as the personal foundation or belief in human nature; for working to live your life to the fullest. Through philosophy, you create a system of thought to support your journey and obtain the guiding principles to use for action or non-action.

Watch the intriguing video by the School of Life to understand why philosophy matters to all of us.

The definition of leadership

What about leadership's definition? Just like field of philosophy with its multiple thinkers and theories, leadership has a number of definitions. According to the Oxford Dictionary, the essence of leadership is " the action of leading a group of people or an organisation, or the ability to do this". But as mentioned, the definitions have evolved out of this technical view, with different people viewing the topic through a slightly different viewpoint.

At its core, leadership is about the ability to influence other people and to create a movement towards a specific objective. Having a vision to which the team moves forward to is crucial. Furthermore, the emphasis is on inspiration because leadership is not the same as bossing someone around to do what you want. A leader inspires through his or her vision and motivates by leading by example rather than telling and intimidating a desired action.

The components of a leadership philosophy

The above definitions might already help you understand the connection between leadership and philosophy. When you combine philosophy, the guiding principles, and leadership, which is the model behavior for inspiring others, you create a theory or an attitude, which provides the norms for behavior and action. The definition is brought to life with four key components, which are:

A theory - The way you define leadership and what's it about.

An attitude - Your mindset in regards of approaching leadership.

Guiding principles - The principles and values you hold dear when you are thinking about leading others.

Behavior - The behaviors you showcase in your journey to reach the desired results and outcomes.

You could view leadership philosophy as a compass - it helps define your expectations, your values and provide the roadmap for actions. With a clear leadership philosophy, you create a focused thought system surrounding your leadership, and you define the behaviors and attitudes you want to cultivate in yourself, but also in others. Leadership doesn't just provide focus for you personally, but it can allow the people around you to know what to expect from your leadership.

Examples of leadership philosophies

Just as there are differences in what philosophers think and divergence in how leadership is defined, leadership philosophies also come in a number of different flavors and styles. Since the framework is based on personal values, leaders can approach it from different angles. There are plenty of options to choose from, but we've selected three unique frameworks to provide you an idea of the divergence.

Leader believes followers should have the power to make decisions.

Leader believes in empowering followers through increased responsibilities.

The framework is effective when followers are knowledgeable.

Leader believes that everyone should have equal say within the team.

Leader values participation, consultation and consideration.

Leader emphasizes co-operation and support.

Leader believes results are best achieved in a controlled system.

Leader has clear vision, including how and when things should be done.

Leader is accountable for the decision-making.

You can use these generalized models as guidance for defining your own leadership philosophy. Nonetheless, you shouldn't try to copy a specific leadership philosophy. While learning about other philosophies can be a solid way to identify useful qualities, you need to adopt an approach that comes from your heart. Later on in the guide, we'll provide you with a systematic guide to drawing your unique leadership philosophy.

WHY SHOULD YOU HAVE A LEADERSHIP PHILOSOPHY?

Leadership philosophy has a foundational element to it. The different components included create a strong basis on which to build on and take your leadership forward. You are better-equipped to lead and to succeed in your leadership with a leadership philosophy due to three core benefits: character, consistency and collaboration.

Character

Drafting a leadership philosophy will provide clarity and focus in your character. Character matters because it influences your everyday decision-making and communication with other people. Without a proper understanding of your character and the traits you truly value, you are more likely to fall into bad habits and to let emotions control you.

By making a conscious decision with the help of a leadership philosophy, you outline the characteristics you want to strive for and which you value in other people as well. In a way, you become better at controlling your behavior and you strengthen the qualities required of a successful leader.

Consistency

The above benefit directly relates to the second advantage of creating a leadership philosophy: consistency. The most important aspect of the philosophy is setting out and defining your values and objectives.

Once you define these, you immediately create more consistency to your behavior and actions. You have guidelines, which help you make decisions and take action. You'll always use the same defining values at the heart of your decision-making. Let's assume your leadership philosophy is defined by sustainability.

Whenever you are faced with a decision, you will evaluate the options based on how they relate to the value of sustainability - Will it hinder or enhance it? This assures your actions and behaviours are consistent. You don't flip-flop from one value to another, but you stick to your principles.

Collaboration

Leadership always requires a level of collaboration. Since you need followers to voluntarily to follow you, you can't expect to achieve much without an understanding and focus on teamwork. Getting along with people will become much easier if you have a clear leadership philosophy to follow.

Among the things you need to define with your philosophy is your approach to collaboration. The framework requires careful consideration of engagement, communication and accountability. Defining these, you create more consistency and improve your chances of more meaningful collaboration.

People will know what your values are, they understand your approach to teamwork and thus they feel more comfortable because you follow these well-defined patterns of behavior. Essentially, people can trust you because they don't need to constantly be on their toes.

Overall, leadership philosophy will provide clarity to your leadership. Business strategist and author John Spence has written a good blog post on the topic and in it, he gave a powerful example of the benefits of a leadership philosophy. He used the famous quote by Walt Disney to make a point about why successful leaders need to define the framework for action.

The quote says, " When values are clear decisions are easy." Spence flipped it around stating, " When values are not clear decisions are difficult." By defining your leadership philosophy, you clarify your decision-making by enhancing your focus on the values and actions that truly matter.

PUBLISHING YOUR LEADERSHIP PHILOSOPHY

My Philosophy of Leadership is to surround myself with good people, who have ability, judgment and knowledge, but above all, a passion for service. - Sonny Perdue (American Politician)

We will outline the four steps to developing a leadership philosophy in the next section, with one of the steps involving writing down your ideas. Before providing you with the format for your written philosophy, we are going to explain why having a published leadership philosophy matters.

As you'll see in the next section a written leadership philosophy statement can be useful in getting to the heart of your true values and ideas. By having a written statement, you are sure to have a reminder of the ideals you want to be pushing towards. But it can be more beneficial to have the leadership philosophy published or at least shared with a few people because it increases your accountability.

If you are the only one aware of your leadership principles, you don't need to worry about others calling you out on doing something against your values since no one has knowledge of them. On the other hand, if you are loosing your sense of direction, a person who has seen your leadership philosophy statement can nudge you back in the right direction. The objectives you want to deliver and the values you want to keep at the heart of your leadership will be known. Even the knowledge that people have access to your statement or your closest friends or mentors know it can be enough to keep you focused on following your path.

Aside from accountability, publishing your leadership philosophy will provide another major benefit: the ability to reflect. While the philosophy must naturally be built around your actual values and objectives you want to achieve, bouncing these ideas with another person can provide an invaluable angle to your thinking. The ability to reflect on your ideas and to go them through with another person can add ideas to your thinking you hadn't thought about before. The way you see yourself will always differ slightly from the experience of others and you can learn a great deal about your characteristics by asking questions from others.

If you share your leadership philosophy, you'll be able to reflect on your ideas from a completely different perspective. The feedback can be useful in ensuring your philosophy is the best roadmap for you to move forward. Don't worry about the feedback being negative; a well-constructed leadership philosophy is sure to inspire others. Overall, the idea behind publishing or sharing your leadership philosophy is all about feedback. If you are criticized consider the words carefully and think whether there is some truth to them.

How to publish your leadership philosophy? There are different ways to go about it. You could naturally share with a few close friends or colleagues and ask their opinions. If you have a leadership mentor or a coach, then it's a good idea to talk about the statement with them. But you could go further than that and have your leadership philosophy on your personal website. This could potentially be a good idea even in terms of career progression, as future employers might get a better understanding of what your leadership looks like.

Finally, don't use publishing the statement just for feedback, ensure you have someone to keep a check on you to ensure you are following your values and objectives.

THE STEPS TO DEVELOPING A LEADERSHIP PHILOSOPHY

Hopefully, the above would have convinced you about the importance of having a leadership philosophy. We've talked about the characteristics of the framework, but how do you develop it? Here are the four steps you need to take in order to draft a proper leadership philosophy, which will guarantee you succeed as a leader.

Step 1: Define your values and priorities

The first, and perhaps the most important part of the process is defining your values and priorities. You need to look deep inside you to discover the values you want to highlight and which you think make leaders great. You need to be able to answer the following questions as part of this step:

What are the values I think are the most important in life and business?

What are my personal strengths and weaknesses when it comes to values and behaviors?

What do I feel are the priorities of a leader?

But how do you define the core values and priorities? It's easy to create a list of things you think are important, but you need to dig deeper when it comes to a leadership philosophy. First, you need to actually understand why you think a specific value has value. Second, you can't have a list of 20 values as this doesn't truly clarify your position, but instead, you must focus on just a few core priorities. Entrepreneur and author Kevin Daum has written a great post on Inc. on how to define your values. Daum suggests taking the following steps:

Identifying the following moments from your life and describing them in detail:

Three greatest accomplishments

Three greatest moments of efficiency

Three greatest failures

Three greatest moments of inefficiency

Consider the above moments and examine the possible common themes between them.

Using these common themes, identify the advice/tips you would give yourself. For example, if you find yourself avoiding conflict situations, your advice might be "Don't walk away from difficult situations."

Refine your advice into a value. For instance, the above advice could become "Confront difficulties"

Furthermore, once you have these core values and themed outlines, it's auspicious to take a moment to define them properly. Let's say you realized ' authenticity ' is a value you cherish. Define what you mean by it by writing down a few sentences. You can use the formula:
"Authenticity to me means..."
You can do this with all of your values, whether the value is ' communication', ' family', or ' competitiveness '. It is definitely worthwhile doing this all on paper because it will help you better communicate your ideas to yourself.

When you've selected your values, you need to prioritize them further. If you have around 3-7 values selected, you should consider which ones resonate the most with you or which you think are the most essential in terms of leadership. An effective way to prioritize your values is by comparing them with each other. You can do it by simply taking two values, such as ' authenticity' and ' respect ', and make the following statements with your chosen values:

Authenticity but NO respect

Respect but NO authenticity

Would you pick the first or the second sentence? The value you choose is the one you rank as more important. You can do this prioritization with all of your values by comparing them against each other. You should eventually have a value on top that beat all the others in comparison.

Step 2: Define the desirable outcomes you want to achieve

As well as defining your values, you also need to examine the outcomes you wish to achieve as a leader. In order to do this, you need to study the outcomes you want to achieve in the light of your chosen values. First, you should identify the goals for your leadership and the possible operational goals your organization is looking to achieve.

What are the actions you want to or should achieve as a leader? An auspicious way to set goals is by using the SMART method, described in the image below:

Furthermore, once you've identified the objectives, you need to outline and write down the actions required to achieve these goals. The actions can range from finding tools to motivate your team to enhance innovation.

When you have the goals defined, you must reflect on the ways your values relate to and impact these objectives. You can do this by answering the following questions:

How do my values support the key goals of leadership? Remember leadership was about influencing others to follow your vision. You need to pick each value and examine how it would help inspire others and move you closer to your vision. If you value 'honesty', then you want to consider how it is demonstrated in influential leadership.

How do my values support the operational goals? You should consider the same in terms of the specific organizational objectives you've identified.

How can my values strengthen the actions required to achieve the objectives? Look at each action and consider the different ways your values would have a positive impact on it. 'Honesty' could be seen as a way to strengthen trust, which in turn would boost motivation, for example.

How do my values show in the way I communicate with my teams? Think about the above and the positive or negative impact your values, actions and objectives will have on the team. You want to identify the routes that uphold your values, but create a meaningful partnership with your followers.

What are the behaviors and actions I expect from my followers? Your followers don't necessarily have to subscribe to the exact same values as you do or prioritize the values the same way. Nonetheless, you need to consider the behaviors and actions, which are in conflict with the objectives you want to achieve as a leader and as an organization, and the behaviors, which are not sustainable in terms of your own values.

The above helps you to clarify what your leadership philosophy should look like in action. It makes the values turn into concrete examples in terms of behaviors and actions.

Step 3: Write down your leadership philosophy

With the above steps concluded, you can start putting your leadership philosophy on paper. We briefly mentioned the importance of having a written statement in the previous section. Writing down your philosophy helps clarify your ideas and makes it all just a bit more concrete. It can improve your focus and help you keep yourself more accountable, since you can always go back and read what you've created.

To help you write down your leadership format, we propose using the format below, although you can always just write a document in your own style. The format is based on the four core elements of leadership philosophy: theory, attitude, principles and behavior.

Write the specific elements of leadership you believe are at the heart of being a good leader; the values you prioritize. An example sentence could be: I believe in confronting issues head-on is the key to better communication.
Attitude: My thoughts will ___________ and my words will ______________. Principles: I will lead by/with ____________. Behavior: I expect to ___________ and ____________ in situations.
These sentences refer to the attitudes you want to foster in the workplace; the example you want to set with your own attitude. The aim is to focus on the attitude you think will boost your success as a leader and help to achieve the objectives you've set out. You might say, " My thoughts will focus on finding solutions and my words will be based on honesty and integrity. "

The focus is on writing down the guiding principles you will use as part of your leadership. These are the top priorities to you as a leader; the principles you won't negotiate on and which you'll consider each time you make decisions. You'll most likely end up writing a few of these and an example sentence might be: I will lead by understanding and embracing change and how situations and people can change over time.

Finally, you need to write down how you will behave and react in the workplace, no matter what the situation is. The behaviors should reflect your leadership philosophy and highlight the core ideas in action. The identification of your past successes and failures during Step 1 will help with the last point. You could state, "I expect to consider the different options and listen to feedback in challenging situations."

When it comes to drafting the document, there are a few things to keep in mind. First, keep it concise; you don't want the document to be more than one page. You should be able to state the essence of your leadership philosophy in a few sentences. The other crucial point is to aim for clarity and this is why you also want someone else to have a look at your philosophy.

You need to define the philosophy in a manner that will help others to understand it without the need to ask multiple questions. Even if you decide not to publish it, you want at least one person to view it. Aiming for clarity will guarantee you truly understand what you are looking for with your philosophy and this will guarantee you are focused on your intentions.

Step 4: Evaluate your leadership philosophy

Finally, it's not enough to write your leadership philosophy and continue with your daily activities; you need to actively evaluate how well you are holding on to your ideals. You must regularly reflect on how well your actions and behaviors follow your statements. Essentially, you need to hold yourself accountable.

Take time to review your leadership philosophy and go back to your previous actions. Are you practicing what you preach? What are the things you excel in and which behaviors and actions do you struggle to follow? You could look at these questions each week or every month. Write a list of the major actions you took that week; for example, consider the three successes for the weak and the three possible failures for the week.

Reflect on which principles you held on to and which actions or behaviors went against what you believe in. As you identify the actions and behaviors where you didn't follow your leadership philosophy, consider what were the reasons leading to this situation. Why didn't you remember your philosophy at that moment or why did you reject it? This will help you understand what are the areas where you need to work harder on or even identify the values and priorities that might be unattainable for you.

Furthermore, you should occasionally have a chat with people who know you or who work with you. Finding out what they think your guiding principles are can reveal a great deal to you about how they view you and whether your philosophy shows in action. If your followers identify values that are counter to everything you've written in your statement, then you are properly doing something wrong as a leader. On the other hand, if people relate values to you, which are at the heart of your philosophy, you get confirmation you are on the right path and achieving success as a leader.

As eluded to earlier, evaluating your leadership philosophy will help you realize whether your philosophy is working or not. If it's not, you need to carefully think about the reasons behind the failure. It might be that you are simply failing in staying true and you need more time to instill these values deeper into your actions. Just continue to be more mindful of your philosophy and think more about the ways you can stick to your principles. But your failures might not be due to lack of motivation.

It could well be the actions and behaviors you chose are not truly you and do not fit into your leadership strategy. Therefore, you might have to re-evaluate each value and principle, adding in new ones and removing the ones that don't reflect your philosophy. Successful leadership is a fluid strategy and the philosophy shouldn't be too rigid either. As you gain more experience, both in business and in life, you will develop and grow as a person. This personal development might well change the way you approach leadership and therefore, you should be willing to make small changes to your philosophy if you feel like it.

The video clip below on self-reflection is a valuable watch because it highlights the importance of being more aware of the impact of your decisions. It's an important lesson to keep in mind when evaluating your leadership philosophy.

FINAL THOUGHTS

Leadership philosophy is a crucial element, as it acts as the foundation for your leadership. It helps you determine the guiding principles, behaviours and actions you want to put at the heart of your leadership. By carefully considering your values, priorities and objectives, you can create a framework for effective and focused leadership.

Having a leadership philosophy creates clarity to your decision-making and your actions, which help you to inspire and to motivate the followers to support your vision. You will be a leader with a clear mission and way of operating, which makes it easier for people to respect and trust you because they will always know where you are coming from.

When it comes to drafting a leadership philosophy the key is to spend time analyzing yourself and writing down the things you believe in and value. Creating a document will ensure you are not only accountable, but can easily remind yourself to focus on the essentials. It ensures you aren't just thinking about specific actions and behaviors, but to actually implement these in your leadership.

Leadership philosophy is often based on intuition, but also a careful examination of what your strengths and weaknesses are. It's about finding the voice that truly speaks for you rather than pretending to subscribe to things you don't believe in or can't achieve.

# data[].attributes.attachment_link.title
How to Develop a Leadership Philosophy that Inspires | Cleverism

# data[].attributes.attachment_link.description
Think about the most successful leaders in the world, past and present. If you were to compare them with inefficient leaders, the difference wouldn't necessarily come from their skills. The more important factor would be how the successful leaders would be able to provide you with a clear and defined approach to how they lead other people: their leadership philosophy.

# data[].attributes.attachment_link.readable_text
Inspire and equip leaders in your organization to find meaning and purpose in their work, foster an environment of trust and respect at all levels, and achieve success!

At SLI, we are dedicated to inspiring and equipping leaders through programs, workshops, conferences, podcasts, webinars, books and more. Founded in 2008, by renowned speaker and author, Art Barter, the Institute seeks to help both individuals and organizations put servant leadership (SL) into practice and find meaning and purpose in their work. Additionally, the Institute encourages the fostering of a workplace environment built on trust where all employees and stakeholders can feel fulfilled and succeed.

Growing Leadership in Challenging Times from the Art of Servant Leadership II Book Series with Art Barter

In today's episode, we continue with The Art of Servant Leadership II book series with Chapter 7: Growing Leadership in Challenging Times. Team members Carol Malinski and author of the book Art Barter talk about their past experiences with adversity. Art and Carol examine the importance of servant leadership during difficult situations as they remind us that everyone learns at different paces. This podcast was recorded through Zoom, due to the stay-at-home order in place as a result of the Corona Virus. Join Art and Carol as they talk about the pandemic, and learn some of the ways Art is protecting his essential workers.

Thank you for investing your time with us and don't forget to subscribe to the Servant Leadership Institute Podcast today!

10 Things You Can Do Today to Begin as a Servant Leader

Downloadable PDF

We are often asked how to begin to be a servant leader. Here are 10 things you can start to do today to make a difference in your leadership. They may seem very elementary, but they will change your orientation to service and begin to change the culture of your team.

Customers receive a secure link to the downloadable PDF file lasting 24 hours after the first download.

Why Servant Leadership?

By adopting a "serve first" attitude and implementing proven principles and strategies thousands of people across the globe have enriched their personal and professional lives, built healthier and more profitable companies, and created happier, more engaged employees. Additionally, they have created a respectful, loyal workplace environment centered on teamwork with higher senses of morale and increased productivity.

Ready To Start?

Discover how to become a truly exceptional leader and the many ways SLI can benefit your organization. Revolutionize your company and your team by give us a call today at 1 (855) 754-5323 or get in touch via email.

Books and Implementation Booklets

Browse an assortment of industry leading leadership books filled with theories and practical methods to bring a fresh leadership practice to your organization.

# data[].attributes.attachment_link.title
Servant Leadership | Servant Leadership Institute

# data[].attributes.attachment_link.description
At SLI, we are dedicated to inspiring and equipping leaders through programs, workshops, conferences, podcasts, webinars, books and more. Founded in 2008, by renowned speaker and author, Art Barter, the Institute seeks to help both individuals and organizations put servant leadership (SL) into practice and find meaning and purpose in their work.

# data[].attributes.attachment_link.title
Authentic Leadership: Being a Leader That People Want to Follow

# data[].attributes.attachment_link.description
We often hear about authenticity in leadership, but what does it actually mean? This article explains, and offers tips on becoming an authentic leader.

# data[].attributes.attachment_link.readable_text
Although it is impossible to think that one could or should have all the answers, too many of us often feel inadequate when we don't. It is hard to get away from the idea that the teacher, principal, superintendent or whoever is "in charge" should be the expert and have all the answers. This was reinforced in an activity where teams were reflecting on what they wanted to start doing as well as what they wanted to stop doing to lead change, one group's response stood out to me: "Stop feeling like we need to be experts!" This expectation of "leader as the expert" is not only unfair but prevents us from being open about what we don't know and working with others to solve the challenges that exist to make change a reality in so many contexts. Instead as Brene Brown shares, "Across the private and public sector, in schools and in our communities, we are hungry for authentic leadership - we want to show up, we want to learn, and we want to inspire and be inspired. We are hardwired for connection, curiosity, and engagement.

This is true across all levels of education but the irony is that although we crave this authenticity in leaders, we are also hard wired to protect our ego and this can prevent us from actually taking risks and admitting that we don't know it all, which can create tension between what we say and what we do. Nobody is perfect and there are times when we don't measure up but if we can be authentic and open to learning and growing with those we serve, we can collectively achieve much more than if we assume we have all the answers.

Here are 3 examples of authentic leaders whose actions inspire others to admit mistakes, take risks, learn from challenges, and share their learning process.
Lead by Example
One of the most authentic leadership examples I know is Katie McNamara , superintendent in South Bay Union Elementary School District, who put herself out there in front of teachers, students and principals to better understand the perspectives of her teachers. As the district was working with the Teacher's College Reading and Writing Project to shift their literacy instruction, she led the way by modeling for teachers and trying it out. What I love about Katie though is she didn't strive to make it perfect, she put in the 10 minutes of prep time that she knew teachers would have and worked through some struggles with students. She also reflected and shared what she learned with teachers so they saw her as a learner who truly wanted the best for everyone, not the expert. Katie gained an appreciation for what teachers were dealing with and are able to connect with teachers and principals about their challenges and successes in their reading instruction as they move forward. Katie led by example and although many expected her to be the expert, she gained more from being vulnerable and taking a risk. Her authenticity has enabled her to build stronger relationships and lead more effectively.

A true testament to the impact that Katie has is when one of her teachers shared that she was really excited about trying genius hour. She told the group, "I launched genius hour last week, invited parents in and told them how we could all work together to support the student in their projects." Then she explained how she told the students and the parents that this was new to her and she was learning too. It was awesome to hear how she was taking risks and empowering students while embracing her role as a learner and a leader. Even more powerful than her willingness to put herself out there was that she was sitting with her superintendent and was able to admit she didn't know what she was doing in front of her and was celebrated for trying something new. The example that Katie has set has paved the way for others to take risks and lead by example.
Empower Others to Lead, Not Follow
Another leader that is committed to change the program focussed approach and develop teacher leaders is David Miyashiro . I remember in his first few weeks as the superintendent of Cajon Valley Union School District, he had convened teachers across the district to develop a shared vision and design learning experiences to support the desired shift. A program provider was scheduled for a three-hour session to help teachers better understand the resources and facilitate the design of the projects. About 10 minutes in it was clear that she was disconnected from the audience and not meeting the needs of the group. He recognized that the time would be better spent through the discovery of the resources rather than listening to someone talk about it. He stopped the presenter and redesigned to day to facilitate small groups of teachers to design the projects and explore the resources together. This signaled to teachers that he valued their time and expertise and that they weren't going to learn about how to create better learning experiences by listening to someone tell them what to do, they had to explore, discuss and try some things out.

As a result, the teams of teachers dove into the resources feeling that they were valued and were motivated to create something better. Instead of using the prepackaged curriculum, they leveraged the expertise in the room to remix the ideas and build on what was provided to create learning experiences that were tailored to the students in their community. At the end of the 3 days together, the team was inspired and felt a deep sense of ownership over the work. They were excited to go back to their schools and share what they had developed with the teammates and continue to build off of what they had started. As Terry Grier once told me, "Those who create the work support the work." This shift was the beginning of empowering teachers to lead and he has continued to develop the expertise of teachers to develop more leaders in Cajon Valley.
Open Lines of Communication
You know the people who say my door is always open but you don't ever see it open or feel like you can go in? Opening lines of communication to listen and learn from people is a critical part of being an effective leader. Rather than creating a vision and sharing it with all stakeholders, as Devin Vodicka began the journey in Vista Unified to create a new model for teaching and learning, he intentionally brought people together to explore various models and collectively define what it means to personalize learning. He created multiple avenues for diverse stakeholders to collaborate and learn from each other through the process. Together- leaders, teachers, families, and the community are pushing boundaries and supporting each other to design learning experiences that meet the needs of their unique population.

One by one, each of the leaders shared how they were challenging the status quo- whether it was through creative scheduling, allocating resources, use of space, or what they were using (or not using) for curriculum. As the committee listened and even cheered each other on and nobody got "in trouble", I noticed more sharing and more confidence in their efforts. Students and parents alike spoke up to question ideas too. A community has been established to explore new ideas and support one another along the way. They support one another but will also challenge ideas to continue to innovate to improve student outcomes. "It's sometimes a struggle to work through" and as one teacher told me, "some days it seems as if there is nothing that is worth replicating but I always learn from our challenges." Through collaboration, reflection, and multiple iterations, there are lessons learned that inform next steps in powerful ways.

Authentic leaders n ot only inspire others, but they lead by example. They create more leaders who have the competence and the mindset to step up when necessary, not just follow. Leadership is not having all the answers or having all the power, it is about developing others desire and capacity to move beyond where they have been.

# data[].attributes.attachment_link.title
3 Characteristics of Authentic Leadership that Inspires Innovation

# data[].attributes.attachment_link.description
Although it is impossible to think that one could or should have all the answers, too many of us often feel inadequate when we don't. It is hard to get away from the idea that the teacher, principal, superintendent or whoever is "in charge" should be the expert and have all the answers.

# data[].attributes.attachment_link.readable_text
We all have days when emotions get the better of us. Passion can cloud our judgment, fear can tyrannize our decisions, and resentment can lead us to do things we regret.

But although emotionality has historically been portrayed as the fiery and foolish nemesis of reason and rationality, emotions are fundamental to our ability to function. They motivate us to act, are essential to social interactions, and form the bedrock of our felt sense of morality.

Emotional intelligence can provide a significant advantage for mastering our emotions. In this post, we'll get up close with emotional intelligence to find out what it is, why it's valuable, and how you can cultivate more of it.

Before you continue, we thought you might like to download our three Emotional Intelligence Exercises for free. These science-based exercises will not only enhance your ability to understand and work with your emotions, but also give you the tools to foster the emotional intelligence of your clients, students, or employees.

What Is Emotional Intelligence? 3 Examples

Many people have an intuitive grasp of what emotional intelligence is, but for academics, emotional intelligence (EQ or EI) has been a notoriously tricky construct to agree on.

Peter Salovey and John Mayer (1990, p. 185) were the first to develop a psychological theory of emotional intelligence and introduced EQ as a:

"set of skills hypothesized to contribute to the accurate appraisal and expression of emotion in oneself and others, the effective regulation of emotion in self and others, and the use of feelings to motivate, plan, and achieve in one's life."

From this perspective, emotional intelligence could be useful in almost all areas of life. Let's look at some examples of emotional intelligence in action.

Self-awareness and leadership

Our awareness of emotions is centrally important to our relationships (Schutte et al., 2001) and ability to lead others (Rosete & Ciarrochi, 2005).

New Zealand Prime Minister Jacinda Ardern has been praised globally for her ability to listen, show empathy, and connect with people in a crisis. CEO Today Magazine says we can learn a lot from Ardern's ability to manage her own emotions effectively, as " self-awareness is the foundation on which all else is built" and "allows us to engage others on their terms " (Lothian, 2020).

Decision making

Psychologist and EQ expert Daniel Goleman (2019) recommends listening to your gut, as bodily intuitions reveal " decision rules that the mind gathers unconsciously. " In this way, emotional signals from our bodies provide a sort of intangible wisdom guiding us toward the "right" decisions.

To support this, Seo and Barrett (2007) found that stock investors who were experiencing more intense emotions and better at discriminating between emotions showed better decision-making performance. The researchers suggested that a greater awareness of emotions boosted the investors' ability to manage emotional biases, which ultimately led to better decisions.

Stress management and mental wellbeing

Having an awareness of and ability to manage emotions can make us feel more equipped to deal with difficult feelings and situations (Gohm, Corser, & Dalsky, 2005), and support greater mental wellbeing (Fernandez-Berrocal, Alcaide, Extremera, & Pizarro, 2006).

Prince Harry, the Duke of Sussex, has spoken publicly about his struggles with mental health that ultimately led him to seek therapy. CNN Health highlighted how Prince Harry's openness to talk about and express his emotions is helping others too, by making mental wellbeing a more acceptable topic to talk about, particularly for men (Duffy, 2021).

Emotional intelligence and personality

There's been some controversy around using the term emotional ' intelligence ' in models of EQ that include constructs resembling personality and broader social skills. Where do these attributes end and EQ begin (Neubauer & Freudenthaler, 2005)?

While more objective performance measures of EQ (Mayer & Salovey, 1997) have shown to be distinct from the Big Five personality traits of extraversion, openness, agreeableness, conscientiousness, and neuroticism, some self-report measures of EQ have shown greater crossover with personality measures (Brackett & Mayer, 2003).

Ability measures and self-report measures have shown a weak correlation with each other, suggesting that they may capture different aspects of EQ (Brackett & Mayer, 2003).

3 Fascinating Components and Theories of EQ

The proposed number of components of EQ differs between theories; however, Mayer and Salovey's (1997) model conceptualizes EQ as measurable abilities that do not rely on self-perceived ratings of EQ.

Mayer and Salovey's integrative emotional intelligence model

Mayer and Salovey's (1997) integrative model comprises four interconnected emotional abilities:

Reflective regulation of emotion
An openness to all emotions and the ability toregulate your own emotions and the emotions of others to facilitate growth and insight.

Bar-On's model of social and emotional intelligence

Bar-On's (1997, 2006) mixed model claims that EQ is a combination of competencies, skills, and "facilitators" that contribute to how people express themselves, respond to challenges in their environment, and connect with others.

Bar-On (2006) suggests that 10 distinct components provide the scaffolding of emotionally and socially intelligent behaviors:

1. Self-regard

2. Emotional awareness

3. Assertiveness

4. Empathy

5. Interpersonal relationships

6. Stress tolerance

7. Impulse control

8. Reality testing

9. Flexibility

10. Problem solving

Self-actualization, independence, social responsibility, optimism, and happiness were originally considered to be components of EQ but were later reframed as "facilitators" of EQ (Bar-On, 2006).

Daniel Goleman's theory of EQ

Daniel Goleman (1995) popularized the concept of emotional intelligence in his widely acclaimed book Emotional Intelligence. Check out his TED talk on the art of managing emotions.

Goleman (1995, p. xii) offers a broad conceptualization of EQ abilities, including " self-control, zeal and persistence, and the ability to motivate oneself." Goleman (2001) proposed that EQ provides a sign of an individual's "potential" for developing emotional competencies (i.e., practical skills) that can help them thrive at work.

His original theory mapped emotional intelligence into five key domains:

1. Knowing your emotions

2. Managing emotions

3. Motivating oneself

4. Recognizing emotions in others

5. Handling relationships

Why Is Emotional Intelligence Important?

Emotional intelligence is widely celebrated as a valuable commodity because it can predict life outcomes we care about, such as academic performance (MacCann et al., 2020), psychological adjustment (Fernandez-Berrocal et al., 2006), and workplace success (Lopes, Grewal, Kadis, Gall, & Salovey, 2006b).

Is EQ important in the workplace?

Lopes, Côté, and Salovey (2006a) suggest that a greater ability to manage emotions can benefit work performance in many ways. Using emotional intelligence in the workplace can improve decision making, help social interactions run smoothly, and enhance employees' ability to deal with stressful times.

EQ has been linked to better task performance, organizational citizenship behaviors of employees (Côté & Miners, 2006), higher company rank, and higher scores of stress tolerance and interpersonal facilitation (e.g., positive interaction) as rated by peers and/or supervisors (Lopes et al., 2006b).

A meta-analysis involving 43 EQ studies concluded that ability measures, mixed models, and self-report and peer measures of EQ were all equally good at predicting job performance (O'Boyle, Humphrey, Pollack, Hawver, & Story 2011).

The importance of EI in leadership

Being a leader is a tough job that is likely to be harder if you have trouble managing your own emotions or the emotions of those you lead.

EQ has been found to predict leadership effectiveness even when accounting for IQ and personality (Rosete & Ciarrochi, 2005). In addition, Gardner and Stough (2002) found that emotional intelligence, particularly understanding and managing emotions, was strongly related to (positive) transformational leadership behaviors of senior managers.

Can EI be taught and learned?

Considering the many advantages EQ can bring, it's not surprising that the popularity of EQ training has boomed over the last decade.

Remarkably, one study found that only 10 hours of group EQ training (lectures, role-play, group discussions, partner work, readings, and journaling) significantly improved people's ability to identify and manage their emotions, and these benefits were sustained six months later (Nelis, Quoidbach, Mikolajczak, & Hansenne, 2009).

It's clear that putting EQ skills into practice plays an important role in developing emotional intelligence. So, if you're looking to teach EQ skills, Cherniss, Goleman, Emmerling, Cowan, and Adler (1988) suggest distinguishing between:

Cognitive learning - Intellectually grasping the concept of how to improve emotional abilities. In other words, you may know that you need to bring your awareness to your emotions more often, but this doesn't mean you'll be able to.

Emotional learning - Unlearning old habits and relearning more adaptive ones. To grow emotionally, we need to cut ties with our default ways of responding. If your old habit is withdrawing from your loved ones when you're overwhelmed, a new habit could be reaching out to others when you're stressed rather than closing off.

Training and Fostering EI Skills

In an interview with the Harvard Division of Continuing Education (2019), Margaret Andrews, an instructor in emotional intelligence in leadership, outlined three steps to put you on the path to greater EQ:

Read literature.
Reading books from someone else's perspective could deepen your understanding of their inner worlds and boost social awareness in the process.

MindTools (n.d.) has also helpfully laid out six ways you can enhance emotional intelligence with a little self-reflection and honesty:

1. Notice how you respond to people - Are you being judgmental or biased in your assessments of others?

2. Practice humility - Being humble about your achievements means you can acknowledge your successes without needing to shout about them.

3. Be honest with yourself about your strengths and vulnerabilities and consider development opportunities.

4. Think about how you deal with stressful events - Do you seek to blame others? Can you keep your emotions in check?

5. Take responsibility for your actions and apologize when you need to.

6. Consider how your choices can affect others - Try to imagine how they might feel before you do something that could affect them.

World-renowned personal coach, entrepreneur, and business strategist Tony Robbins (n.d.) has outlined his six tips for growing emotional intelligence:

1. Identify what you're feeling. Use mindfulness to routinely check in on your feelings from a more neutral perspective.

2. Acknowledge and appreciate your emotions for what they are. Robbins (n.d.) emphasizes that "emotions are never wrong. They are there to support you."

3. Be curious about what an emotion is trying to tell you.

4. Tap into your inner confidence to deal with emotions by remembering when you've done this effectively in the past.

5. Mentally think through how you would deal with difficult feelings in the future to feel more equipped when the time comes.

6. With a renewed confidence in your EQ, Robbins suggests getting excited to use these skills to achieve your goals and enhance your relationships with others.

Want more tips on how to foster EQ? Ramona Hacker gives a rundown of her six steps to improve emotional intelligence in this TED talk, which she developed through her personal EQ journey.

If you're serious about EQ training to help clients or organizations, check out our in-depth article on How to Improve Emotional Intelligence Through Training.

How to Measure EQ: 3 Reliable Tests

Below we've listed three of the most well-known and reliable EQ tests available.

Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) 2.0

The MSCEIT 2.0 (Mayer, Salovey, & Caruso, 2002; Mayer, Caruso, Salovey, & Sitarenios, 2003) is a 141-item test capturing abilities across their four core domains of EI:

Managing emotion
In hypothetical scenarios, people are tasked with rating the best way to achieve a particular emotional outcome and also to decide the actions that would be most effective to manage someone else's feelings.

You can order copies of the MSCEIT from the publisher, Multi-Health Systems Inc.

The Emotional Quotient Inventory (EQ-i)

The EQ-i is a 133-item self-report scale developed alongside Bar-On's (1997) model of emotional and social intelligence.

People rate the extent to which a short description is very seldom true of them (1) or very often true of them (5), and higher scores are associated with more effective emotional and social functioning (Bar-On, 1997).

Sub-scales of the EQ-i are grouped within these five scales:

A total EQ score can be calculated as well as composite scores for each of the five scales. The EQ-i 2.0 is a more recently released version of the EQ-i you can purchase.

Self-Report Emotional Intelligence Test (SREIT)

This 33-item scale developed by Schutte et al. (1998) was based on Salovey and Mayer's (1990) EQ model, with the aim of creating an empirically sound self-report measure of people's current level of emotional intelligence.

The scale captures self-reported EQ across three categories:

1. Appraisal and expression of emotion (self and others)

2. Regulation of emotion (self and others)

3. Using emotions to solve problems

The SREIT asks people to rate how much they agree that items are characteristic of them, such as " Other people find it easy to confide in me" or " I like to share my emotions with others." The good news is, the authors of the SREIT have made their scale freely available for clinical and research purposes, and it can be found in their original paper (Schutte et al., 1998).

If you'd like to explore a larger range of assessments and tests, we listed 17 different types of emotional intelligence tests here.

Want to learn even more about EQ assessment? Then read our article on Assessing Emotional Intelligence Scales.

3 Best Books on the Topic

If you'd like to lose yourself in a library of EQ literature, we've provided a comprehensive review of the top 26 Emotional Intelligence Books.

To enhance your EQ prowess even further, here are three more great reads, which could help you understand and harness your emotions for the betterment of yourself and others:

1. Dare to Lead by Brené Brown

2. How Emotions Are Made: The Secret Life of the Brain by Lisa Feldman Barrett

3. Permission to Feel: Unlocking the Power of Emotions to Help Our Kids, Ourselves, and Our Society Thrive by Marc Brackett

Resources From PositivePsychology.com

If you want to apply what you know about emotional intelligence, we've got you covered.

These simple activities could help get the ball rolling when working with clients to develop their EQ.

Self-Reflecting on Emotional Intelligence:
Thisshort exercise considers the four components of EQ.

17 Emotional Intelligence Exercises
If you're looking for more science-based ways to help others develop emotional intelligence, this collection contains17 validated EI tools for practitioners. Use them to help others understand and use their emotions to their advantage.

A Take-Home Message

Plato was definitely onto something when he said " Human behavior flows from three main sources: desire, emotion, and knowledge " (BrainyQuote, n.d.).

Emotions can be a valuable source of knowledge. As we've seen in this post, emotional intelligence could facilitate positive decisions and behaviors that help us realize success in our relationships, mental wellbeing, and work aspirations.

If you want to develop your EQ, there's an abundance of simple ways you can begin building your emotional awareness today. If you're supporting others to cultivate their EQ, both cognitive and emotional forms of learning are likely to be important (Cherniss et al., 1988). In addition to knowing what emotional intelligence is and how to get more of it "in theory," EQ needs to be put into practice to grow.

We hope you enjoyed reading this article. Don't forget to download our three Emotional Intelligence Exercises for free.

Bar-On, R. (1997). The Emotional Quotient Inventory (EQ-i): Technical manual. Multi-Health Systems.

Bar-On, R. (2006). The Bar-On model of emotional-social intelligence (ESI). Psicothema, 18(suppl.), 13-25.

Brackett, M. A., Mayer, J. D. (2003). Convergent, discriminant, and incremental validity of competing measures of emotional intelligence. Personality and Social Psychology Bulletin, 29, 1147-1158.

BrainyQuote (n.d.). Plato quotes. (n.d.). Retrieved May 30, 2021, from https://www.brainyquote.com/quotes/plato_384673#

Cherniss, C., Goleman, D., Emmerling, R., Cowan, K., & Adler, M. (1998). Bringing emotional intelligence to the workplace: A technical report issued by the Consortium for Research on Emotional Intelligence in Organizations.

Côté, S., & Miners, C. T. (2006). Emotional intelligence, cognitive intelligence, and job performance. Administrative Science Quarterly, 51(1), 1-28.

Duffy, J. (2021, March 9). Prince Harry opens up: A role model for emotional availability in men and boys. CNN. Retrieved June 9, 2021, from https://edition.cnn.com/2021/03/09/health/mens-mental-health-prince-harry-wellness/index.html

Fernandez-Berrocal, P., Alcaide, R., Extremera, N., & Pizarro, D. (2006). The role of emotional intelligence in anxiety and depression among adolescents. Individual Differences Research, 4, 16-27.

Gardner, L., & Stough, C. (2002). Examining the relationship between leadership and emotional intelligence in senior-level managers. Leadership & Organization Development Journal, 23, 68-78.

Gohm, C. L., Corser, G. C., & Dalsky, D. J. (2005). Emotional intelligence under stress: Useful, unnecessary, or irrelevant? Personality and Individual Differences, 39(6), 1017-1028.

Goleman, D. (1995). Emotional intelligence. Bantam Books.

Goleman, D. (2001). An EI-based theory of performance. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace: How to select for, measure, and improve emotional intelligence in individuals, groups, and organizations (pp. 27-44). Jossey-Bass.

Goleman, D. (2019). Go with your gut: Emotional intelligence and decision making. Retrieved May 30, 2021, from https://www.linkedin.com/pulse/go-your-gut-emotional-intelligence-decision-making-daniel-goleman/

Harvard Division of Continuing Education. (2019, August 26). How to improve your emotional intelligence. Harvard Professional Development. Retrieved May 30, 2021, from https://professional.dce.harvard.edu/blog/how-to-improve-your-emotional-intelligence/

Lopes, P. N., Côté, S., & Salovey, P. (2006a). An ability model of emotional intelligence: Implications for assessment and training. In V. U. Druskat, G. Mount, & F. Sala (Eds.), Linking emotional intelligence and performance at work: Current research evidence with individuals and groups (pp. 53-80). Lawrence Erlbaum.

Lopes, P. N., Grewal, D., Kadis, J., Gall, M., & Salovey, P. (2006b). Evidence that emotional intelligence is related to job performance and affect and attitudes at work. Psicothema, 18, 132-138.

Lothian, A. (2020, June 9). Jacinda Ardern: How great leaders manage a crisis. CEOToday Magazine. Retrieved May 30, 2021, from https://www.ceotodaymagazine.com/2020/06/jacinda-ardern-how-great-leaders-manage-a-crisis/

MacCann, C., Jiang, Y., Brown, L. E., Double, K. S., Bucich, M., & Minbashian, A. (2020). Emotional intelligence predicts academic performance: A meta-analysis. Psychological Bulletin, 146, 150-186.

Mayer, J. D., Salovey, P., & Caruso, D. (2002). MSCEIT: Mayer-Salovey-Caruso Emotional Intelligence Test. Multi-Health Systems.

Mayer, J. D., Salovey, P., Caruso, D. R., & Sitarenios, G. (2003). Measuring emotional intelligence with the MSCEIT V2.0. Emotion, 3(1), 97-105.

Mayer, J. D., & Salovey, P. (1997). What is emotional intelligence? In P. E. Salovey & D. J. Sluyter (Eds.), Emotional development and emotional intelligence: Educational implications (pp. 3-31). Basic Books.

MindTools (n.d.). Emotional intelligence: Developing strong "people skills". Retrieved May 30, 2021, from https://www.mindtools.com/pages/article/newCDV_59.htm

Nelis, D., Quoidbach, J., Mikolajczak, M., & Hansenne, M. (2009). Increasing emotional intelligence: (How) is it possible? Personality and Individual Differences, 47, 36-41.

Neubauer, A. C., & Freudenthaler, H. H. (2005). Models of emotional intelligence. In R. Schultz & R. D. Roberts (Eds.), Emotional intelligence: an international handbook (pp. 31-50). Hogrefe.

O'Boyle, E. H., Jr., Humphrey, R. H., Pollack, J. M., Hawver, T. H., & Story, P. A. (2011). The relation between emotional intelligence and job performance: A meta-analysis. Journal of Organizational Behavior, 32(5), 788-818.

Robbins, T. (n.d.) Improve and develop emotional intelligence. Retrieved May 30, 2021, from https://www.tonyrobbins.com/personal-growth/how-to-improve-emotional-intelligence/

Rosete, D., & Ciarrochi, J. (2005). Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness. Leadership & Organization Development Journal, 26(5), 388-399.

Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185-211.

Schutte, N. S., Malouff, J. M., Bobik, C., Coston, T. D., Greeson, C., Jedlicka, C., ... Wendorf, G. (2001). Emotional intelligence and interpersonal relations. The Journal of Social Psychology, 141(4), 523-536.

Schutte, N. S., Malouff, J. M., Hall, L. E., Haggerty, D. J., Cooper, J. T., Golden, C. J., & Dornheim, L. (1998). Development and validation of a measure of emotional intelligence. Personality and Individual Differences, 25(2), 167-177.

Seo, M., & Barrett, L. (2007). Being emotional during decision making-Good or bad? An empirical investigation. Academy of Management Journal, 50(4), 923-940.

# data[].attributes.attachment_link.title
What is Emotional Intelligence? +18 Ways To Improve It [2019 Upd.]

# data[].attributes.attachment_link.description
We all have days when emotions get the better of us. Passion can cloud our judgment, fear can tyrannize our decisions, and resentment can lead us to do things we regret. But although emotionality has historically been portrayed as the fiery and foolish nemesis of reason and rationality, emotions are fundamental to our ability to function.

# data[].attributes.attachment_link.readable_text
School counselors are uniquely equipped to bridge the gaps between administration, teachers, parents, and students. As the demands placed on everyone in a school community increase, it's vital that we view and include school counselors as part of our leadership teams. Let's make sure we recognize all they do and put their strengths to work for our students! Here are 11 ways school counselors serve as leaders in your building.

1. School counselors recognize and showcase diversity.

In many buildings, school counselors are considered the "heart" of the school. They help create an inclusive environment that is respectful, welcoming, kind, and open to all.

2. School counselors develop community partnerships.

Counseling staff work collaboratively with universities, community colleges, technical schools, local unions, military reps, and apprentice programs to provide a variety of opportunities for students. They are especially vital in ensuring underserved and first-generation students have access to and the tools to reach all possible post-high school options.

3. School counselors help during difficult situations.

Strengths such as listening, reflecting, and high emotional intelligence make school counselors valuable allies when trying to get buy-in from staff or the greater community on difficult issues. Counselors foster a culture of change via strong lines of communication and valuing input from all parties involved.

4. School counselors maintain strong home-school connections.

Counselors tend to be the liaison for parents when it comes to communicating with the school. This leadership role is especially important when assisting families who are not familiar with the school setting or have issues trusting staff.

5. School counselors maximize educational success.

School counselors can help to maximize the educational attainment of all students by providing students with mental health services (school or community-based) and developmental guidance that takes a proactive approach in helping students set and reach academic goals.

6. School counselors lead staff trainings.

Administrators who use their counseling staff (rather than outside contractors) to lead building-wide trainings can save a lot of money and gain quicker buy-in from staff. School counselors are experts on topics such as student engagement, positive discipline, suicide/self-harm, students-as-leaders, peer mentoring programs, and academic/social interventions for low-performing students.

7. School counselors protect and advocate for disadvantaged students.

Counselors identify and amend policies and practices that negatively impact disadvantaged students and advocate for equitable services for all students.

8. School counselors use expertise to bring data to life.

Like administrators, counselors are trained in data collection and analysis. They are skilled at using this information to drive decisions about placement, intervention, and overall student health and wellbeing.

9. School counselors mediate difficult situations between parents/students and staff.

Counselors are consistently looking for ways to support the relationship between school staff and parents. Acting as a mediator when one or both parties are upset about a situation is a critical way in which school counselors serve as leaders.

10. School counselors organize and lead crisis response.

Counselors are on the front lines after a tragedy has happened in a school or community. Staff, students, parents, and community members look to the counselors for guidance and support immediately following an event. Because of their training in emotional/mental, the counseling staff is critical in advocating for and teaching self-care to staff, parents, and students during a crisis.

11. School counselors empower and inspire.

School counselors inherently believe in people and work tirelessly to communicate that. By being visible and accessible at all times, their calming, caring, and encouraging presence helps support and empower staff in the building.

School counselors serve as leaders in many ways and we need to value their perspectives and strengths. They are vital to building positive learning environments in which students thrive.
Join our Facebook group Principal Life for more conversation about and insights into the challenges of school leadership.

# data[].attributes.attachment_link.title
11 Ways Your School Counselors Serve as Leaders - WeAreTeachers

# data[].attributes.attachment_link.description
School counselors are uniquely equipped to bridge the gaps between administration, teachers, parents, and students. As the demands placed on everyone in a school community increase, it's vital that we view and include school counselors as part of our leadership teams. Let's make sure we recognize all they do and put their strengths to work for our students!