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The more that you, as a leader, manage each of these areas, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.

Emotional Intelligence in Leadership

1. Self-awareness

If you're self-aware, you always know how you feel, and you know how your emotions and your actions can affect the people around you. Being self-aware when you're in a leadership position also means having a clear picture of your strengths and weaknesses, and it means behaving with humility.

So, what can you do to improve your self-awareness?

Keep a journal. Journals help you improve your self-awareness. If you spend just a few minutes each day writing down your thoughts, this can move you to a higher degree of self-awareness.

2. Self-regulation

Leaders who regulate themselves effectively rarely verbally attack others, make rushed or emotional decisions, stereotype people, or compromise their values. Self-regulation is all about staying in control.

This element of emotional intelligence, according to Goleman, also covers a leader's flexibility and commitment to personal accountability.

So, how can you improve your ability to self-regulate?

Hold yourself accountable. If you tend to blame others when something goes wrong, stop. Make a commitment to admit to your mistakes and to face the consequences, whatever they are. You'll probably sleep better at night, and you'll quickly earn the respect of those around you.

Practice being calm. The next time you're in a challenging situation, be very aware of how you act. Do you relieve your stress by shouting at someone else? Practice deep-breathing exercises to calm yourself. Also, try to write down all of the negative things you want to say, and then rip it up and throw it away. Expressing these emotions on paper (and not showing them to anyone!) is better than speaking them aloud to your team. What's more, this helps you challenge your reactions to ensure that they're fair!

3. Motivation

Self-motivated leaders work consistently toward their goals, and they have extremely high standards for the quality of their work.

How can you improve your motivation?

Re-examine why you're doing your job. It's easy to forget what you really love about your career. So, take some time to remember why you wanted this job. If you're unhappy in your role and you're struggling to remember why you wanted it, try the Five Whys technique to find the root of the problem. Starting at the root often helps you look at your situation in a new way. And make sure that your goal statements are fresh and energizing. For more on this, see our article on Goal Setting.

4. Empathy

For leaders, having empathy is critical to managing a successful team or organization. Leaders with empathy have the ability to put themselves in someone else's situation. They help develop the people on their team, challenge others who are acting unfairly, give constructive feedback, and listen to those who need it.

If you want to earn the respect and loyalty of your team, then show them you care by being empathic.

How can you improve your empathy?

Respond to feelings. You ask your assistant to work late - again. And although he agrees, you can hear the disappointment in his voice. So, respond by addressing his feelings. Tell him you appreciate how willing he is to work extra hours, and that you're just as frustrated about working late. If possible, figure out a way for future late nights to be less of an issue (for example, give him Monday mornings off).

5. Social Skills

Leaders who do well in the social skills element of emotional intelligence are great communicators. They're just as open to hearing bad news as good news, and they're experts at getting their team to support them and be excited about a new mission or project.

Leaders who have good social skills are also good at managing change and resolving conflicts diplomatically. They're rarely satisfied with leaving things as they are, but they don't sit back and make everyone else do the work: they set an example with their own behavior.

So, how can you build social skills?

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Emotional Intelligence in Leadership - Learning How to Be More Aware

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Relating to others is vital in today's workplace. Learn how to build your emotional intelligence (EI) with this article.

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Using these 4 key skills, you can improve your emotional intelligence and increase your success at work, school, and in your relationships.

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Many of history's most effective leaders are labeled charismatic. Yet there is a great deal of controversy about whether charisma is made or born, and if charismatic leaders are actually effective. A while back, I was interviewed as part of a celebration of the life of Martin Luther King, Jr. Many of the most frequently asked questions about charismatic leadership were part of that interview.
Martin Luther King Jr., Gandhi, and Winston Churchill were known as dynamic, charismatic and inspirational leaders. What particular traits or qualities did someone like MLK possess that allowed him to lead and inspire so many people?
Charismatic leaders are essentially very skilled communicators - individuals who are verbally eloquent, but also able to communicate to followers on a deep, emotional level. They are able to articulate a compelling or captivating vision, and to arouse strong emotions in followers.
Is charisma something that you are born with - you either have it or you don't? Do you think most leaders, politicians, and inspirational figures have charisma, and is it that quality which makes them stand out?
Charisma is really a process - an interaction between the qualities of the charismatic leader, the followers and their needs and identification with the leader, and the situation that calls out for a charismatic leader, such as a need for change or a crisis. But when it comes to the charismatic qualities of leaders, the emphasis is on how they communicate to followers and whether they are able to gain followers' trust, and influence and persuade them to follow.

Most politicians, particularly on the national scene, have developed their ability to communicate effectively - to make speeches, "work the room" with potential donors and supporters, etc. So many seasoned politicians have a lot of "personal charisma."
What are the important characteristics every leader should possess?
A model that I think represents the very best leaders, and research bears this out, is transformational leadership. You can think of transformational leadership as going beyond charisma, because two of the components of transformational leadership deal with charisma. They are:

Idealized Influence, or the leader's ability to be a positive (and moral) role model for followers. The transformational leader also "walks the talk," and is on the "front line" working with followers (think MLK Jr.), or leaders who sacrifice along with their followers. In business, the charismatic/transformational leader sometimes serves as the "face" of the company or the movement (think Steve Jobs).

Inspirational Motivation is the second quality, and it is what charismatic leaders are noted for - the ability to inspire and motivate followers to perform at high levels, and to be committed to the organization or the cause.

The other two elements of transformational leadership are Intellectual Stimulation - challenging followers to be creative and think outside of the box - and Individualized Consideration, or being responsive to the feelings and developmental needs of followers.

Transformational leaders are charismatic, but they are also noted for leading high-performing groups and teams and developing followers' leadership capacity as much as for helping the group or organization to change and innovate.
What are some behaviors or traits that might derail a leader/politician's career or stand in their path to success?
The biggest thing that can derail a leader is arrogance, and a lack of concern or responsiveness to followers and constituents. We have seen politicians' and CEOs' arrogance - thinking they are above the law and committing ethical violations lead to their demise. Also, a leader needs to succeed more often than not, and to learn from mistakes and setbacks.
Are leaders born or made?
This isn't something that requires my opinion, because the question has been well researched. Twin studies by Richard Arvey and his colleagues have estimated that leadership is about two-thirds "made" and one-third "born." This makes sense, though, if we see much of leadership as a set of learned skills and competencies - the ability to communicate, to strategize, to problem solve, etc. These take time to develop.

This question would have broad implications for leadership, for if it were all (or mostly) born, then our efforts should be directed toward identifying and selecting leaders, and we would be wasting our time on leader development programs. But, the research suggests that putting resources into leader development makes sense, and recent meta-analyses of these programs suggest that, in general, they work and lead to positive gains.
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What Is Charisma and Charismatic Leadership?

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Many of history's most effective leaders are labeled charismatic. Yet there is a great deal of controversy about whether charisma is made or born, and if charismatic leaders are actually effective. A while back, I was interviewed as part of a celebration of the life of Martin Luther King, Jr.

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Transactional leadership, also known as managerial leadership, focuses on the role of supervision, organization, and group performance. Leaders who implement this style focus on specific tasks and use rewards and punishments to motivate followers.﻿﻿

This theory of leadership was first described in by sociologist Max Weber and further explored by Bernard M. Bass in the early 1980s. Take a closer look at how the transactional style works as well as some of the potential benefits and downsides of this style.

Basic Assumptions of Transactional Leadership

People perform their best when the chain of command is definite and clear.

Rewards and punishments motivate workers.

Obeying the instructions and commands of the leader is the primary goal of the followers.

Subordinates need to be carefully monitored to ensure that expectations are met.﻿﻿

This theory takes a behavioral approach to leadership by basing it on a system of rewards and punishments.

Athletic teams also rely heavily on transactional leadership. Players are expected to conform to the team's rules and expectations and are rewarded or punished based on their performance. Winning a game might mean accolades and bonuses while losing might lead to rejection and verbal castigation. Players often become highly motivated to do well, even if it means suffering pain and injury.

Unlike transformational leaders who tend to be forward-looking, transactional leaders are interested in merely maintaining the status quo.﻿﻿ Transformational leaders try to sell their ideas and vision to followers. Transactional leaders, on the other hand, tell group members what to do and when to do it.

How Transactional Leadership Works

In transactional leadership, rewards and punishments are contingent upon the performance of the followers. The leader views the relationship between managers and subordinates as an exchange - you give me something for something in return. When subordinates perform well, they receive a reward. When they perform poorly, they will be punished in some way. Rules, procedures, and standards are essential in transactional leadership.

They do not, however, act as catalysts for growth and change within an organization. Instead, they are focused on maintaining this as they are and enforcing current rules and expectations.

These leaders do tend to be good at setting expectations and standards that maximize the efficiency and productivity of an organization.﻿﻿ They tend to give constructive feedback regarding follower performance that allows group members to improve their output to obtain better feedback and reinforcement.

When Is Transactional Leadership the Most Effective?

Followers are not encouraged to be creative or to find new solutions to problems. Research has found that transactional leadership tends to be most effective in situations where problems are simple and clearly defined.﻿﻿

It can also work well in crisis situations where the focus needs to be on accomplishing certain tasks. By assigning clearly defined duties to particular individuals, leaders can ensure that those things get done.

Transactional leaders focus on the maintenance of the structure of the group.﻿﻿ They are tasked with letting group members know exactly what is expected, articulating the rewards of performing tasks well, explaining the consequences of failure, and offering feedback designed to keep workers on task.

While transactional leadership can be useful in some situations, it is considered insufficient in many cases and may prevent both leaders and followers from achieving their full potential.

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How a Transactional Leadership Style Works

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Transactional leadership, also known as managerial leadership, focuses on the role of supervision, organization, and group performance. Leaders who implement this style focus on specific tasks and use rewards and punishments to motivate followers.﻿﻿ This theory of leadership was first described in by sociologist Max Weber and further explored by Bernard M.

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What is transformational leadership? A model for motivating innovation

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The transformational leadership style inspires workers to embrace change by fostering a company culture of accountability, ownership, and workplace autonomy.

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What is the Relational Leadership Model?

In schools, it all comes down to relationships, which is why the relational leadership model is so prevalent in education. The relational leadership model emphasizes the relationships among people when leading an organization. Relational leadership values inclusion, empowerment, purposefulness, ethical behaviors, and process orientation.

Inclusive leaders consider everyone's viewpoint and experiences when making decisions. While the leader ultimately makes the final decision, all perspectives are weighed carefully.

Relational leaders empower others. They see the strengths and weaknesses of each member of their team, and work to build on strengths and improve weaknesses. The professional growth of others is important to a relational leader.

Relational leaders have a clear purpose, which they are able to communicate to others. Purposeful leaders begin with the end in mind; everything they do leads to a common goal.

Ethical leadership is an important component of the relational leadership model. This means setting a good example and always putting the values of the organization at the forefront.

Finally, a relational leader values the process, encouraging reflection and collaboration. A relational leader values calculated risk-taking, knowing it is for the growth and benefit of the group.

What are the Benefits of Relational Leadership?

A leader who considers everyone's viewpoint may feel overwhelmed at first, but in the end they will be armed with all the information to make a sound decision. Listening to everyone's viewpoint does not mean heeding every viewpoint. By listening, however, a leader is prepared for potential pitfalls in any plan, allowing them to address those pitfalls as they arise.

Empowering others makes them feel valued. Feeling worthwhile makes employees much less likely to seek work elsewhere and overall boosts morale. When employees stay loyal to a company, it allows for continuity of vision and knowledge necessary for an organization to thrive. By empowering others to be leaders in their own right, a relational leader is able to delegate certain tasks, making the organization run more efficiently.

Having a clear purpose allows everyone to work simultaneously for the same goal. This allows stakeholders to act as partners, rather than adversaries. When settling a dispute, a relational leader will seek to find the best solution for all parties, rather than simply trying to defeat an opponent. This approach avoids the distraction of constant conflict, allowing the team to focus on their purpose.

Ethical leaders engender trust in the people who depend on them. By establishing trust, leaders are able to convince others to follow them, even if the road ahead is difficult.

By being process-oriented, stakeholders are able to learn new things, through trial and error, that they may not otherwise have learned. This allows the organization to become better at their stated purpose, whether it's raising money or student test scores.

Last but not least, relational leaders tend to be likable. Who wants to disappoint someone they like?

Ways to Implement Relational Leadership in Your School

A relational school leader seeks to gain the insight of all stakeholders. This might be a principal visiting teams of teachers on a professional development day to gain insight into how to improve school arrival and dismissal. It could also mean listening to the ideas of the parent group that would like to throw a tailgate for students, even if it's never been done before.

A good school leader will empower teachers in the building to grow professionally and in their teaching practice. A leader may give teachers key roles in areas in which they excel. For example, a teacher who is passionate about character education may be empowered to deliver professional development around the topic.

A leader with relational leadership skills will connect everything back to the district's central purpose, which is educating students. When implementing a new grading policy, for example, the principal connects the grading policy to the best way to communicate student learning. Knowing why they are implementing certain policies helps teachers stay on task and remain faithful to the philosophy of the district.

Ethical school leaders model the sort of behavior they expect from others. If they expect honesty from teachers and students, then a leader will admit if their new dress code was too restrictive or a mistake was the result of an oversight. This gives teachers trust in their leaders.

Process-oriented leaders encourage teachers to try new methods of teaching, knowing that even if the method fails, the teacher will have gained valuable insights into how their students learn best and how they can improve going forward. In a process-oriented building, teachers make progress because they aren't afraid of failing in the process.

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What is the Relational Leadership Model? - Graduate Programs for Educators

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In schools, it all comes down to relationships, which is why the relational leadership model is so prevalent in education. The relational leadership model emphasizes the relationships among people when leading an organization. Relational leadership values inclusion, empowerment, purposefulness, ethical behaviors, and process orientation. Inclusive leaders consider everyone's viewpoint and experiences when making decisions.

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What is authentic leadership?

It continues to surprise me how many leaders attempt to be one way at work, while their "true" personality emerges outside of work. Once a CEO reminded me, "Leadership is acting." And it surprises me when these same leaders seem shocked or confused when their employees don't trust them, don't like them, and can't really wait to work elsewhere.

Authenticity has been explored throughout history, from Greek philosophers to the work of Shakespeare ("To thy own self be true." -Polonius, Hamlet). Authentic leadership has been explored sporadically as part of modern management science, but found its highest levels of acceptance since Bill George's 2003 book, Authentic Leadership.

But what is authentic leadership?

While different theorists have different slants on the concept, most agree that:

1. Authentic leaders are self-aware and genuine. Authentic leaders are self-actualized individuals who are aware of their strengths, their limitations, and their emotions. They also show their real selves to their followers. They do not act one way in private and another in public; they don't hide their mistakes or weaknesses out of fear of looking weak. They also realize that being self-actualized is an endless journey, never complete.

2. Authentic leaders are mission driven and focused on results. They are able to put the mission and the goals of the organization ahead of their own self-interest. They do the job in pursuit of results, not for their own power, money or ego.

3. Authentic leaders lead with their heart, not just their minds. They are not afraid to show their emotions, their vulnerability and to connect with their employees. This does not mean authentic leaders are "soft." In fact communicating in a direct manner is critical to successful outcomes, but it's done with empathy; directness without empathy is cruel.

4. Authentic leaders focus on the long-term. A key tenet in Bill George's model is the company leaders are focused on long-term shareholder value, not in just beating quarterly estimates. Just as George did as CEO of , and as Bezos has done for years at Amazon, leaders realize that to nurture individuals and to nurture a company requires hard work and patience, but the approach pays large dividends over time.

__________

What are your motivation triggers? Take the "Your Engagement Profile Quiz" to find out.

Check out Kevin Kruse's new book, Employee Engagement 2.0, and discover how to turn apathetic groups into emotionally committed teams.

Kevin Kruse is a NY Times bestselling author and serial entrepreneur. For insider tips and exclusive content, join his newsletter at kevinkruse.com.

... Read More

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What is authentic leadership? It continues to surprise me how many leaders attempt to be one way at work, while their "true" personality emerges outside of work. Once a CEO reminded me, "Leadership is acting." And it surprises me when these same leaders seem shocked or confused when their employees don't [...]

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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.

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Servant Leadership: Putting Your Team First, and Yourself Second

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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."

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11 Powerful Traits Of Successful Leaders

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11 Powerful Traits Of Successful Leaders

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Successful leaders are the power and intellect behind their organizations. They are the visionaries charged with steering their brand around pitfalls. They must know when to seize opportunities and how to rally employees to work hard toward their company's goals.

Effective leaders transcend the title of "manager" or "boss." They have found a way to achieve the right combination of charisma, enthusiasm and self-assurance, probably with a healthy dose of luck and timing.

It may seem like some people are just gifted with these skills, but the truth is most leadership traits can be learned and sharpened with time and practice. You can begin building your success by developing these 11 must-have traits of a powerful and successful leader.
1. Self-Managing
It's hard to manage others effectively if you can't manage yourself. Self-managing means being able to prioritize your goals and being responsible for accomplishing those objectives. As an effective leader, you must be able to regulate your time, attention and emotions, while remaining aware of your strengths, weaknesses and potential sources of bias.

Exceptional leaders are adept at handling stress and balancing their personal and professional lives. But you must also remember the importance of compassion and be able to respond to people and events in an appropriate way. Remember to maintain self-control and discipline in your actions, though you should avoid becoming overly reserved or inflexible.
2. Acting Strategically
A forward-thinking, open-minded approach is necessary for today's leaders. According to a Harvard Business Publishing report, Leading Now: Critical Capabilities for a Complex World, "Leaders must always be prepared to adjust their strategies to capture emerging opportunities or tackle unexpected challenges." Thinking strategically is an ongoing process that involves assessing your business environment. You can cultivate strategic thinking by:

* Being curious and genuinely interested in your company and wider business environment,

* Being flexible in your mindset and trying new approaches and ideas,

* Focusing on the future and thinking about your company's operational conditions, and

* Maintaining a positive outlook.
3. Being An Effective Communicator
Powerful leaders know when to talk and when to listen. They are effective communicators and are able to clearly and succinctly explain to their employees everything from organizational goals to specific tasks. If people don't understand or aren't aware of your expectations, they will fall short, so the more specific you can be, the better.

You need to be able to communicate on all levels: one on one, to the department and to the entire staff, as well as via phone, email and social media. Communication is built on a steady flow of verbal and nonverbal exchanges of ideas and information, so work on being approachable and involving people from different levels.
4. Being Accountable And Responsible
Successful managers know how to use power and authority appropriately without overwhelming or overpowering employees. Effective leaders hold themselves accountable and take responsibility for their own mistakes-and they expect others to do the same. They can work within established procedures, and be productive and efficient in their decisions.

They appreciate the importance of supporting and encouraging individuality while also understanding organizational structures and the need to follow rules and policies. They are able to balance different perspectives while taking appropriate action.
5. Setting Clear Goals And Persisting In Achieving Them
Here is a boiled-down version for acquiring charisma: Set clear goals and be determined and purposeful in achieving them. Back it all up with unshakable self-confidence. If you radiate enthusiasm and are truly excited about what you're doing, people will be naturally drawn to you.

Remember that writing your goals down is key to the success of both you and your company. But accomplishing those goals takes time. If you give up, so will everyone around you. To be a successful leader, you must be willing to keep going when others are tempted to throw in the towel.
6. Having A Vision For The Future
Exceptional leaders have the ability to look into their company's future and make clear, concrete goals that will benefit their organization. They are confident and optimistic, inspiring enthusiasm in those around them.

Being a visionary is about managing change while striking a balance between stability and growth. You must incorporate new approaches without getting distracted from the main goals.

Being a visionary means understanding that continuous change is occurring all around you, so what worked in the past may not always work now. Practice being adaptable and agile as you implement new strategies and allow your business model to evolve over time.
7. Managing Complexity
Leaders must be problem solvers who can make decisions under rapidly shifting circumstances. Learning to lead in a complex environment is a vital skill for any leader. Even before any definitive information is available, effective leaders must assess a situation's complexity and choose appropriate courses of action.
8. Fostering Creativity And Innovation
According to a Harvard Business Publishing report, that means being able to scan the environment in search of subtle trends and indicators of disruptive change, and establish practices that allow your organization to respond swiftly.

Leaders must have the courage to risk experimentation and encourage creativity. Doing this will foster the innovation that will steer your organization to new destinations and around the twists and turns of a changing business landscape.
9. Team Building And Promoting Teamwork
The key is to always be persistent in pursuing your goals, and open minded and flexible in how you get there. Encourage the people around you to spend at least 15 percent of their time exploring new ideas through brainstorming and prototyping.

Successful leadership is built on the people around you. Team building is essential to leading a diverse and unique group of people with distinct personalities, motivations and skills.
10. Creating Lasting Relationships
Strong teams and teamwork are key to achieving many of things on this list, such as fostering innovation, effective communication and achieving your organization's goals. If you recruit and develop the right team, you will be creating an unstoppable force that will drive your organization's success.

Compelling leaders do more than just inspire others to follow them; they know how to motivate their employees to strive wholeheartedly for their company's goals. Employees who feel valued and appreciated, who feel like what they do makes a difference, will feel invigorated to push harder to achieve success for their company.
11. Learning Agility
Outstanding leaders also understand that they need to be effective at networking, not just to advance their own careers, but for the benefit of their organization. By creating a vast and varied network of people, leaders establish impactful relationships with customers, clients, partners and even competitors.

Truly great leaders know that the strength of their leadership is built on their ability to adapt to suddenly changing circumstances and to know how and when to seize on opportunities amid a changing landscape.

Having an insatiable curiosity will fuel your desire to constantly learn and grow. Learning agility hinges on developing critical thinking skills, being accepting of uncertainty, having social and emotional intelligence and always having the desire and determination to push forward.

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11 Powerful Traits Of Successful Leaders

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Successful leaders are the power and intellect behind their organizations. They are the visionaries charged with steering their brand around pitfalls. They must know when to seize opportunities and how to rally employees to work hard toward their company's goals. Effective leaders transcend the title of "manager" or "boss."

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Linda Cliatt-Wayman: How to fix a broken school? Lead fearlessly, love hard

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* by Bradley Scott, Ph.D. * IDRA Newsletter * August 2014 *
We are in an era of great reform in public schools. We are all called to do more, to be more, and to reach for more to create great schools for every learner, whoever he or she may be and regardless of their defining characteristics.

We need great leaders in schools who understand the demands of the day for education that prepares all diverse learners for higher and higher levels of schooling, for college going and completion, and for life success. We need great teachers and we need powerful principals who know how to lead a school to academic excellence and high student performance.

This article speaks briefly to the need for dynamic principals who can exercise powerful leadership on school campuses to move all students to high academic outcomes, college completion and successful lives.

What kind of leadership is required to do this?

Jody Spiro of the Wallace Foundation (2013) offers five lessons about what makes for effective principals. Effective principals...

Shape a vision of academic success for all students;

Create a climate hospitable to education;

Cultivate leadership in others;

Elevate and improve instruction; and

Manage people, data and processes to foster school improvement.

Similarly, Jackson & McDermott (2012) assert that leadership must be fearless rather than fearful to transform schools to high performance.

Robyn Jackson (2013) is unequivocal in her view that almost any teacher can become a master teacher under the right instructional leader, provided the leader can pass the real test, which is to get people to follow him or her as the leader works through other people to accomplish the vision and goals of the school.

Both the National Association of Secondary School Principals and the National Association of Elementary School Principals ( 2013) note that good principals...

Attract, support and retain a high-quality teaching staff;

Manage their personal time and priorities to focus on the right "stuff";

Spend considerable time and energy becoming instructional leaders; and

Provide a stable, predictable and supportive foundation for a high performing school.

For Douglas Reeves (2009), leaders must be willing to confront the myths about how change should be led in school, how commitment needs to be built and how real leaders get results. Reeves asserts that all of the right leadership qualities do not exist in one person - although that one person (the principal leader) is absolutely necessary - but rather in a team that exhibits the traits of leadership and exercises the leadership responsibility as part of a leadership community.

Ash & D'Auria (2013) similarly identify four drivers to build a blueprint for a learning system:

Build trust;

Collaborate in all directions to build teamwork;

Provide capacity-building for all educators; and

Create leaders at all levels.

The IDRA South Central Collaborative for Equity has spent considerable time developing a set of qualities, characteristics and capacities identified in the literature to describe powerful leadership needed by effective principal leaders. These individuals should serve as models for other leaders to emulate and should inspire teachers and other stakeholders including students to aspire to excellence, high achievement, competence, and productivity in a college-going culture that leads to high school graduation, college going and completion, and successful engagement in professional work and community life in a globally-focused and competitive world.

These leaders are:

Ready

Agile

Tenacious

Deliberate

Persuasive

Competent

Current

Connected

Exemplary

Inclusive

Demanding

Deeply committed

Clear

Uncompromising

Of high integrity and principled

Change agents

Courageous

Focused

Culturally responsive

Disciplined

Affirming

Optimizing

Opportunistic

Visionary

Resourceful

They must reflect these characteristics in their leadership practice.

The SCCE has begun to document and share examples of such powerful leaders on the SCCE Equity Hub in the IDRA website. These principal leaders possess these leadership characteristics and capacities. Their leadership is making a difference for the students and families they serve. It is important to see powerful leadership in action and indifferent contexts.

The SCCE Principal Leadership portion of the SCCE Equity Hub provides actual examples of dynamic leadership that is making a difference in schools across the region. We hope that you will use these leaders as a resource to inspire you and to encourage you to exercise your own leadership as you continue to impact the lives of your students.

Visit the SCCE Equity Hub and see the power of leadership in action as we post dynamic examples of principals in action making a difference for students and families.

Resources

Ash, P.B., & J. D'Auria. "Blueprint for a Learning System: Create One Larger, More Flexible Team That Encourages Collaboration in All Directions," JSD -The Learning Forward Journal (2013) 34, No. 3 42-46.

Jackson, Y., & V. McDermott. Aim High, Achieve More: How to Transform Urban Schools through Fearless Leadership (Alexandria, Va.: Association for Supervision and Curriculum Development, 2012). Vol. Pp. 13-102.

Jackson, R.R. Never Underestimate Your Teachers: Instructional Leadership for Excellence in Every Classroom (Alexandria, Va.: Association for Supervision and Curriculum Development, 2013).

National Association of Secondary School Principals, and National Association of Elementary School Principals. Leadership Matters - What Research Says About the Importance of Principal Leadership (Alexandria, Va.: NASSP & NAESP, 2013).

Reeves, D.B. Leading Change in Your School: How to Conquer Myths, Build Commitment, and Get Results(Alexandria, Va.: Association for Supervision and Curriculum Development, 2009). Vol. Pp. 41-84.

Spiro, J.D. " Effective Principals in Action," Phi Delta Kappan (2013) 94., No. 8 27-31.
Bradley Scott, Ph.D., is a senior education associate in the Field Serves. He also serves as project director for the South Central Collaborative for Equity. Comments and questions may be directed to him via email at feedback@idra.org.
[©2014, IDRA. This article originally appeared in the August 2014 IDRA Newsletter by the Intercultural Development Research Association. Permission to reproduce this article is granted provided the article is reprinted in its entirety and proper credit is given to IDRA and the author.]

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The Power of Leadership in Schools - IDRA

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by Bradley Scott, Ph.D. * IDRA Newsletter * August 2014 * We are in an era of great reform in public schools. We are all called to do more, to be more, and to reach for more to create great schools for every learner, whoever he or she may be and regardless of their defining characteristics.

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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.

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11 Ways Your School Counselors Serve as Leaders - WeAreTeachers

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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!

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Importance of a Written Leadership Philosophy

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Importance of a Written Leadership Philosophy

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Most Students With Disabilities Still Attend Remotely

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Most Students With Disabilities Still Attend Remotely

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Most students with disabilities are still learning remotely during the pandemic, and new research suggests that may not be an ideal learning environment for them-even when they receive the same supports that would traditionally help them in an in-person classroom.

While teachers of students with disabilities in remote classes were as likely or even more likely than colleagues teaching in-person or hybrid classes to report that they were providing students with weekly small-group and one-on-one instruction, they were far more likely to say their students weren't completingassignments , according to a new nationally representative survey conducted in the fall by the research firm RAND Corp.

The survey included nearly 1,600 general and specialized teachers who work with students who have special education plans under IDEA or Section 504 of the Rehabilitation Act of 1973. Two-thirds of the teachers felt that they were less able to meet the requirements of students' individualized education plans and provide the support that their students needed when they were teaching remotely.

"The pandemic has caused major disruptions in education, but there's concern that those disruptions may hit the nearly 7 million students with disabilities in public schools particularly hard," said Laura Stelitano, a RAND associate policy researcher and a co-author of the study. The findings "raise the concern that students are receiving small-group and one-on-one instruction, but maybe the quality of that instruction or their ability to actually access it or learn from it is questionable."

A large majority of teachers in in-person, hybrid, and fully remote schools reported they were supporting students with disabilities through individual and small-group instruction at least once a week. But while 51 percent of in-person teachers reported their special education students completed nearly all of their assignments, only 29 percent of remote teachers and 32 percent of hybrid teachers said the same.

"So many teachers spoke to the challenge of just reaching their students, engaging them online, knowing if they were understanding," Stelitano said. "So I think, before you can really deliver that effective, specialized, tailored instruction that students with disabilities need-and may have been already receiving in schools, in person-you need to just be able to reach them, know that they're there on the other end of the computer or phone, and that they're understanding."

Many states not prioritizing in-person learning

Nationwide, students with disabilities still are not necessarily prioritized for in-person learning as schools return to school, even as many schools prepare to reopen. According to the most recent data, from March, from the U.S. Department of Education's Monthly School Survey Dashboard on pandemic education practices, 45 percent of schools containing 4 th grades and 52 percent of 8 th grade schools reported prioritizing students with disabilities for in-person learning as part of their reopening plans. That's an increase from the first months of 2021, when only 42 percent of 4 th grade students with disabilities learned in person, but the share of students varies greatly from state to state and district to district.

For example, while Boston, Fort Worth, Texas, and San Diego, Calif., public schools reported they prioritized all students with disabilities for in-person instruction, the District of Columbia has moved only 66 percent of its special education students to in-person learning, and Albuquerque, N.M., Clark County, Nev., and Philadelphia had virtually no students with disabilities learning in person.

Thirty-eight percent of teachers told RAND last fall that their schools offered some sort of "alternative instructional arrangements" for students with disabilities during the pandemic, but students in urban and high-poverty schools, and schools with high concentrations of students of color were significantly less likely to have these special supports than those in rural, white, and wealthier areas. For example, 48 percent of teachers in schools where three-quarters or more of the student population was white reported their special education students had special instructional arrangements, while only 19 percent reported special education students were taught only remotely. By contrast, in schools that included three-quarters or more students of color, nearly 70 percent of teachers reported their special education students learned only via remote instruction, and 29 percent reported students had special arrangements.

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Most Students With Disabilities Still Attend Remotely. Teachers Say They're Falling Behind

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Most students with disabilities are still learning remotely during the pandemic, and new research suggests that may not be an ideal learning environment for them-even when they receive the same supports that would traditionally help them in an in-person classroom.

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Facial expressions are a universal language of emotion. How well do you read other people?

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Reframing Academic Leadership is a no-nonsense guide for academic administrators at all levels in colleges and universities and for those who seek to understand the unique challenges and opportunities in leading institutions of higher education today.

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administration & policy (higher education)

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reframing in academia; higher education and reframing; bolman and gallos on reframing; tools for higher education; leadership in higher education

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Reframing Academic Leadership [Bolman, Lee G., Joan V. Gallos] on Amazon.com. *FREE* shipping on qualifying offers. Reframing Academic Leadership

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Making Change Happen in Student Affairs: Challenges and Strategies

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Making Change Happen in Student Affairs: Challenges and Strategies

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Readers will learn to change their thinking about how they approach challenges by reframing their purpose, role, and function as leaders.

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Change is inevitable. Managing change is a choice.

Authored by three esteemed leaders in the field of student affairs, Making Change Happen in Student Affairs: Challenges and Strategies for Professionals is a thought-provoking and pragmatic guide to the increasingly complex challenges and expectations that administrators face from both students and the public. Whether it's pressure to provide better programs and services with fewer resources, or difficulties grappling with economic challenges and technological change, the book teaches how to become an effective leader and skillful strategist in order to respond to a rapidly changing landscape.

Readers will learn to change their thinking about how they approach challenges by reframing their purpose, role, and function as leaders. Each chapter includes specific concepts and tools that can be used to tackle the most complex campus issues and develop effective plans of action. You'll learn how to:

Manage financial resources and supervise staff effectively

Advocate for specific students while still recognizing diversity and maintaining service to all

Adapt to institutional culture, ethics, values, and changes in leadership

Use technology as a tool to affect change on campus

By applying shared foundations, ethical principles, a rich knowledge base, and experience, student affairs professionals can develop powerful strategies to confront and resolve vexing problems. With extensive examples and case studies that cover a wide array of issues, this book is an essential read for those looking to make a real difference in the lives of their students and the health of their institutions.

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making change happen in student affairs: challenges and strategies

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education / student life & student affairs

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education: care & counselling of students

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making change happen in student affairs: challenges and strategies for professionals; margaret j. barr; george s. mcclellan; arthur sandeen; student affairs challenges; student affairs leadership; institution health; university health; student challenges; campus issues; campus problems; solve campus issues; solve campus problems; solve student challenges; student advocacy; manage university finances; manage university staff; institutional culture; technology on campus; technology in student affairs; institutional change; managing change in higher education

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student affairs & development (higher education)

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education / student life & student affairs

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education: care & counselling of students

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Making Change Happen in Student Affairs: Challenges and Strategies

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Amazon.com: Making Change Happen in Student Affairs: Challenges and Strategies (0884794384658): Barr, Margaret J., McClellan, George S., Sandeen, Arthur: Books