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Grant Driver. https://grantdriver.com/inspirational-leadership/

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Bit.Ai. https://blog.bit.ai/teamwork-collaboration-quotes/

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Linderberg, S. (2017, May 26). 11 Ways to your school counselors serve as leaders. https://www.weareteachers.com/school-counselors-as-leaders/

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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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Miller, H. (2021, November 11). What is leadership, and how is influence the answer?https://leaders.com/articles/leadership/what-is-leadership/

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Leadership-it's something every organization needs for success, but something many businesses get wrong. In fact, statistics show companies desperately need to focus on developing leaders. For example, a survey conducted by Deloitte found that "leadership is the number one talent issue facing organizations around the world."

While 86 percent of respondents ranked leadership as "urgent" or "important," only five percent of businesses said they were "excellent" at developing millennial leaders. So, what is leadership, and how can business owners practice, model, and teach it to their teams?

In this article, you'll learn:

The definition of leadership.

Three major 'don'ts' of leading a team.

Top strategies for gaining influence.

A shortlist of today's best leadership teachers to follow.

What is Leadership?

Leadership Definition

The definition of leadership is simple: It's the practice of positive influence. But this presents another question-what is influence? Combining definitions from Oxford Languages and Merriam-Webster, influence is "the capacity to have an effect on the character, development, or behavior of someone or something," but without using "apparent exertion of force or direct exercise of command."

Dwight D. Eisenhower gives a more straightforward definition of leadership and its relation to influence: "Leadership is the art of getting someone else to do something you want done because he wants to do it."

What Leadership Is Not

Sometimes knowing what something isn't sheds more light on what it is. While the leadership definition above is a good starting point for understanding its meaning, it doesn't explain the common pitfalls many make when guiding their teams.

Leadership is Not Commanding Authority

As mentioned in the leadership definition, being a leader is practicing the art of influence. CEOs don't gain followers because they're at the top of the organizational food chain. Customers' and employees' respect, admiration, and loyalty are earned based on how well a person serves them.

Great leaders start creating influence by clearly communicating, promoting, and working toward achieving a just cause. They call people to join them in doing good by accomplishing the organization's mission.

Words aren't enough, though. The most influential leaders act on fulfilling their purpose. They're always on the frontlines ensuring they serve as the living example of their organization's values. For example, the CEO of Chick-fil-A still directly interacts with the franchise's customers, takes out the trash at restaurants, and wears a humble name badge: Dan Cathy, Customer Service, In Training. This type of business owner demonstrates leadership skills and teaches it to their team. Not only does this model help leaders gain influence, but it also multiplies more ethical, servant leaders throughout the company. It goes to show that effective leadership is a cyclical, infinitely influential process.

Leadership is Not Management

Confusing leading with managing is another big mistake made in business. There's a difference between leadership and management. While the two aren't mutually exclusive, they serve entirely different purposes. As educator and management consultant Peter Druker explains, "Management is doing things right; leadership is doing the right things."

So what is a leader? What he means is leaders are responsible for casting a vision of a better future, strategizing on the organization's direction, and motivating their teams to achieve the company's overarching objective. On the other hand, managers don't need to be sources of inspiration. Their function is ensuring the leader's vision comes to fruition. They do this by training, planning, directing, delegating, and monitoring success.

Leadership is Not One Size Fits All

In total, there are seven , and this doesn't even include leadership models such as t. Studying leadership theory is important because it helps entrepreneurs and executives learn how to be flexible and adaptable when guiding others. As emotional intelligence expert Daniel Goleman says: "The best leaders don't know just one style of leadership-they're skilled at several, and have the flexibility to switch between styles as the circumstances dictate."

How to Start Growing Influence as a Leader

What is a leader? Leadership is not dictating authority, managing or guiding individuals in exactly the same way. Instead, it is realizing how to positively influence each person on the team toward achieving the company's collective vision. But how do business owners grow their influence among customers, clients, and employees?

Strategize

Leaders grow influence by being the person team members can depend on for clarity and guidance. However, influence dwindles when leaders aren't strategic thinkers because no one wants to follow a person who appears frustrated, lost, or lacking in confidence. People want to know their leaders have a plan for success.

This is why taking time for strategic planning as a business owner is important for growing credibility and trust. When CEOs create plans that produce positive results, they increase their influence as reliable leaders.

Serve Others

Servant leadership is the best leadership style for maximizing a person's positive influence. For example, servant leaders eliminate self-serving behaviors and instead focus on the needs of their employees, customers, clients, and community. In essence, they're always asking themselves, "How can I provide value?"

Additionally, this type of leader is specifically focused on multiplying leaders at all levels in the organization. By demonstrating company values, being a mentor, and offering leadership and development opportunities, they increase their influence organically by putting those around them first.

Inspire and Motivate

Growing people into their full potential through inspiration and motivation is a critical leadership trait. Dale Carnegie, famed author of How to Win Friends and Influence People advises, "Let us praise even the slightest improvement that inspires the other person to keep on improving . . . I can look back on my own life and see where a few words of praise have sharply changed my entire future."

Seeing a business owner's vision could take years or even decades. Appreciation and recognition make employees feel acknowledged for their dedication and hard work as they achieve colossal objectives.

Develop Emotional Intelligence

Emotional intelligence (EI) is one of the top leadership qualities needed for growing positive influence. As scholar and leadership expert Dr. Robert K. Cooper explains, "Emotional intelligence is the ability to sense, understand, and effectively apply the power and acumen of emotions as a source of human energy, information, connection, and influence."

Scientifically speaking, EI is a predictor of professional success. Studies conducted by TalentSmart® found 90 percent of high performers at work have a high emotional quotient (EQ measures EI). The good news is, unlike a person's intelligence quotient (IQ), EQ can grow over time. For more information on growing your EI, start with Daniel Goleman's Emotional Intelligence.

Devote Time to Learning and Teaching

The greatest leaders are students of leadership. They grow their influence by becoming experts in their craft. Additionally, they develop more leaders by sharing what they've learned with others. As Historian Henry Adams once said, "A teacher affects eternity; he can never tell where his influence stops."

Learning leaders seek wise counsel from mentors, make education a top priority, and put what they learn into action. In the age of information, there's plenty of phenomenal educational materials designed to help leaders do this. Whether reading books by today's top leadership experts, listening to business podcasts, or attending conferences, it's impossible to run out of resources for growing leadership qualities.

Top 3 Leaders to Follow for Growing Leadership Traits

As mentioned above, building upon the experience and knowledge of those who've come before you is a part of understanding leadership. One of the best ways of doing this is by studying today's top leadership experts. The three people listed below help develop a better picture of what it means to lead.

John C. Maxwell, Founder of The John Maxwell Company

" Leadership is not about titles, positions, or flowcharts. It is about one life influencing another."

John Maxwell is one of the most influential business owners and leadership experts of all time. He is a crucial person to study for those exploring what leadership means. Over the course of his career, Maxwell has written numerous best-sellers, including; The 21 Irrefutable Laws of Leadership, 15 Invaluable Laws of Growth, and Developing the Leader Within You. Maxwell spends his time fulfilling his mission of multiplying leaders through positive influence. Through his books, podcast, and leadership development programs, he's taught millions of people the art of practicing servant leadership. As a business owner and educator, he's taught people that being a leader is learning how to serve others. He encourages others to lead with a purpose-driven mission that makes the world a better place.

Brené Brown, Research Professor

" I define a leader as anyone who takes responsibility for finding the potential in people and processes, and who has the courage to develop that potential."

University of Houston professor Dr. Brené Brown gained international notoriety as a leadership expert with her TED talk, "The Power of Vulnerability." Shortly thereafter, she released Daring Greatly, which further illustrated her message about how vulnerability transforms a person's relationship with themselves and others. In 2018, she released Dare to Lead , which is specifically for entrepreneurs, executives, and managers. On the whole, her work helps people realize how to build a great team culture where employees feel safe to be themselves. Because of Brown, vulnerability has become recognized as one of the top leadership qualities every person in a position of influence needs for success.

Simon Sinek, Best-Selling Author

" Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you-not because they have to, not because they are paid to, but because they want to."

Like Brené Brown, Simon Sinek became one of the world's greatest teachers on leadership thanks to his TED talk, "Start with Why: How Great Leaders Inspire Action." It ranks as the third most popular TED talk of all time (Brown's is fourth). Some of his best-selling books include: , Leaders Eat Last, and The Infinite Game. Similar to the other good leaders on this list, Sinek advises that leadership is an act of service, driven by purpose and positive influence. Through his books and lectures, he teaches people how to lead from a place of selflessness and inspire collective action. Today, Sinek is one of the best educators for those who are interested in building strong, trusting teams.

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What is Leadership, and How is Influence the Answer? - Leaders.com

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Leadership-it's something every organization needs for success, but something many businesses get wrong. In fact, statistics show companies desperately need to focus on developing leaders. For example, a survey conducted by Deloitte found that "leadership is the number one talent issue facing organizations around the world."

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https://www.quotes4ever.com/teamwork-quotes/

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School Counselors' Emotional Intelligence and Its Relationship to Leadership

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School Counselors' Emotional Intelligence and Its Relationship to Leadership

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Mullen, P. R., Gutierrez, D., & Newhart, S. (2017). School counselors’ emotional intelligence and its relationship to leadership. Professional School Counseling, 21(1b), 1–12. https://doi-org.easydb.angelo.edu/10.1177/2156759X18772989

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School Counselors' Emotional Intelligence and Its Relationship to Leadership

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Strear, M. M., Van Velsor, P., DeCino, D. A., & Peters, G. (2018). Transformative school counselor leadership: An intrinsic case study. Professional School Counseling, 22(1), N.PAG. https://doi-org.easydb.angelo.edu/10.1177/2156759X18808626

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Symonds Research. https://symondsresearch.com/emotional-intelligence-workplace/

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https://www.edutopia.org/emotional-intelligence-school-counselors

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For many students, their school counselor is their emotional and social guide and confidant. Here are some activities that counselors can initiate to assist students, staff, and parents in the critical area of emotional and social intelligence.

Organize parent education programs.

Throughout the country, local schools and parent organizations have joined forces to host Parent Universities -- daylong events during which parents have the opportunity to attend workshops on such issues as communicating with adolescents, managing stress, and supporting the social-emotional and educational needs of children. Consider hiring translators to accommodate the language needs of non-English speakers in your community.

Adopt a bully prevention program.

According to the American School Counselor Association, one out of every four children is bullied. These youngsters and teens suffer both physical and emotional abuse. They miss school, fear harassment in the bathroom and on the playground, and often feel they have nowhere to turn for assistance. Comprehensive school-based anti-bullying programs have been very successful in raising student, teacher, and parent awareness of the causes and effects of this all-too-common phenomenon. For information and resources for both parents and school staff, visit The Anti-Bullying Network.

Institute service-learning projects.

Participation in school and community-based service projects benefits students academically, socially, and emotionally. The National Youth Leadership Council Web site features resources for schools interested in starting a service-learning component, including examples of model school-based programs.

Start an advisory program for middle schoolers.

Proponents of small-group advisories for middle schools believe such programs provide adolescents with the ongoing support and connections they need to help them grow and thrive during these turbulent years. MiddleWeb, a Web resource for educators and parents, features several articles on middle school advisories, including an FAQ (frequently asked questions and their answers) written by advisory advocate Jim Burns.

Create an environment of accessibility.

At one New Jersey middle school, counselors stand in the school corridor between classes in order to acknowledge students and maintain a high profile. Their aim is to remind students that counselors are among the adults at school available to help them and to listen. At a California school, a counselor makes a point of visiting every class every two weeks.

Resources

American Psychological Association. The association offers free brochures on such topics as violence prevention, how to choose a psychologist, and commonsense ways to assess online mental health information.

Blueprints for Violence Prevention. This interactive Web site features detailed information on model programs for violence prevention, including school-based programs that focus on bullying prevention, classroom-based social-emotional learning curriculum, and more.

Educating Minds and Hearts: Social Emotional Learning and the Passage into Adolescence. Editor Jonathan Cohen has gathered a wealth of information from different experts. The thread that ties the different chapters together is the use of fictional characters "Raffi" and "Maura" as springboards for experts to talk about how particular social and emotional learning programs affect middle school students. 1999. Published by the Association for Supervision and Curriculum Development.

Education World. Visit the School Counselors' section of this site for hundreds of articles and resources covering such critical topics as dealing with grief and loss, suicide prevention, depression, and fostering self-esteem. Many of the referenced articles are from the ERIC database of resources.

In the Mix. This PBS-sponsored Web site for educators features lesson plans and discussion guides for a variety of health and fitness subjects, including anger management, drug and alcohol abuse (including a lesson designed to help teens interpret alcohol advertising messages), depression, and self-image. Lessons are typically designed for middle and high school students and include a PBS "In the Mix" video component.

Promoting Social and Emotional Learning: Guide for Educators. This book by Rutgers University Psychology Professor Maurice Elias and others takes the best information about attempts in schools to give students the skills to be emotionally intelligent individuals. 1997. Published by the Association for Supervision and Curriculum Development.

Suicide Awareness Voices of Education. Among this site's many resources is a thoughtful "Guide for Young People" on depression -- its causes and the importance of seeking adult help for friends and classmates.

Waging Peace in Our Schools. This book by Linda Lantieri and Janet Patti tells the story of the Resolving Conflict Creatively Program (RCCP), which was begun in New York City schools in 1985 and is now in more than 350 schools nationwide. The book serves as a practical guide to many of the successful strategies used by RCCP to produce emotionally intelligent children. 1996. Published by Beacon Press.

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Emotional Intelligence: What School Counselors Can Do

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For many students, their school counselor is their emotional and social guide and confidant. Here are some activities that counselors can initiate to assist students, staff, and parents in the critical area of emotional and social intelligence.

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Gleeson, B. (2015, June). 5 Aspects of emotional intelligence required for effective leadership. https://www.inc.com/brent-gleeson/5-aspects-of-emotional-intelligence-required-for-effective-leadership.html

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Maxwell, J. (2018, April 24). Emotional intelligence-A video with John Maxwell, free coaching video [Video]. YouTube. https://www.youtube.com/watch?v=Sh34Tfiqjok

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Emotional Inteligence - A Minute With John Maxwell, Free Coaching Video

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Anyone trying to come up to speed on emotional intelligence would have a pretty easy time of it since the concept is remarkably recent, and its application to business newer still. The term was coined in 1990 in a research paper by two psychology professors, John D. Mayer of UNH and Peter Salovey of Yale. Some years later, Mayer defined it in HBR this way:

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How Emotional Intelligence Became a Key Leadership Skill

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A reading list to bring you up to speed.

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AstroTech. https://www.astrotech.co.za/emotional-intelligence-the-key-to-personal-excellence-and-effective-leadership/

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MindTools. (n.d.). Emotional intelligence in leadership. https://www.mindtools.com/pages/article/newLDR_45.htm

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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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Piyu. (2019, June 10). Difference between trait and behavioral theories of leadership. https://www.differencebetween.com/difference-between-trait-and-behavioral-theories-of-leadership/

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Zalani, R. (2019, November 30). 8 Major leadership theories: Strengths, weaknesses, and examples. https://turnedtwenty.com/leadership-theories/

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Leadership is a multifaceted subject, and a combination of various factors determine why some people are successful leaders. The theories of leadership are the studies and views of experts, scholars, and researchers that describe the aspects that make a great leader.

Different schools of thought have varied opinions on how can you become an extraordinary leader. Some theories suggest that you need to have inborn traits, some advocate you to shape your persona as per the situation, while others emphasize on effective behavior.

However, there are some common characteristics of exceptional leaders. Analyzing the takeaways from these theories can help you understand them and evolve as a leader.

Let's have a look at the eight major theories, along with their strengths, weaknesses, and examples.

1) Great Man Theory of Leadership: Leaders are born, not made

The great man theory is one of the earliest ways to look at leadership. It states that some people are born with the traits of a leader; they have the gift of unique qualities. These attributes separate them from the masses and make them reach the position of power and authority.

Thomas Carlyle, who is associated with much of the work on this theory, said,
"The history of the world is the biography of great men."
For example, people like Mahatma Gandhi, Abraham Lincoln, Joseph Stalin did not receive leadership training. However, they took on leadership roles and captured the imagination of the masses. These leaders had an unexplained tenacity to rise to the top when a lot of similar people were experiencing almost identical circumstances.

However, Herbert Spencer, a noted philosopher, was not in favor of this theory. He said, leaders are the result of their conditions; before they alter society, society has to make them.

For instance, people like Mahatma Gandhi, who were not trained in leadership but became great leaders, had leadership styles that were an extension of their personal experiences and life story.

2) Trait Theory of Leadership: Measure your leadership potential

The basis of Trait theory is the premise that 'leaders are born not made.' It is an extension of the Great Man theory of leadership.

The theory states that the comparison of your leadership characteristics to the list of the traits of many successful and unsuccessful leaders can be used to predict your leadership effectiveness.

The following figure gives us a list of a few traits of great leaders:

You can use the traits mentioned in this theory as a yardstick to assess your ability as a leader. Since these are personality traits, you can use personality assessment tests to identify your strengths and weaknesses.

Critics of this theory suggest that the list describing the leadership traits of successful leaders is very long - more than a hundred different traits. Also, situational factors, like social and economic inequities that impact your ability to lead, are not taken into account.

3) Contingency Theory of Leadership: Match your leadership style to the situation

Contingency theory, developed by Fred Fielder in 1958, assumes that leaders are either task-oriented or relationship-oriented. Task-oriented leaders assign tasks, set deadlines, and follow structural processes. Relationship-oriented leaders focus on people and are considerate.

Your success as a leader, according to this theory, lies in finding out the leadership style and situation in which you would flourish.

There are eight possible combinations for three situational variables, as shown in the following figure:

A good leader-member relation means your group members like you. High task structure implies that you are directing a well-defined job, and a strong position power would mean you have a position of high authority. The favorableness of a situation is the extent to which the situation allows you to influence your group.

For example, imagine you are a newly appointed store manager in one of the leading apparel brands. You will be poor on leader-member relations as you are new to the job. Task structure will be high as there will be clear operating procedures on how to deal with customers. You will be strong on the position of power as you can reward or punish employees as a store manager.

Now, how do you decide on your leadership style? That brings us to the second part.

As per the theory, task-oriented leaders perform well in situations that are very favorable or unfavorable, and relationship-oriented leaders perform well in situations that are intermediate in favorableness, as shown in the following figure:

Hence, as per the Contingency theory, the best way to approach your new job as a store manager is to use a relationship-oriented style.

What are the other situations in which you can apply contingency theory?

It can also help you identify the right talent for leadership openingsin your organization. You can compare the leadership style of the aspirants to the situation for which you need to hire a leader if they match you employ the person else you reject.

Though the contingency theory is quite dynamic, there are some downsides to it.

You need to fall under only a set of leadership styles to apply this theory. Also, there can be scenarios where you may want to change the situation rather than match your style of leadership to it. The contingency theory will not help you in these circumstances.

4) Situational Theory of Leadership: Adapt to the situation

Dr. Paul Hersey and Kenneth Blanchard developed the Situational Theory of leadership. It states you cannot have one leadership style for all situations. The leadership style you adopt, depends on circumstances.

According to the theory, you should follow four primary leadership styles as per the readiness level of your subordinates:

Telling (Autocratic approach): You can adapt this style for the 'Readiness 1 level' of subordinates; these people lack the ability as well as the willingness to do the job.

For instance, if you are a leader in a war or an emergency room of a hospital, you need to adapt to telling (authoritative) style of leadership.

Selling (A little Democratic approach): This style is suitable for the 'Readiness 2 level' of subordinates, i.e., for people who lack the ability but are willing to do the job. Example: To lead a team of millennials in a software organization, you will have to use the selling style of leadership.

Participating (Democratic approach): You should use this method when your subordinates have the ability but lack the willingness to do the job.

Delegating (Hands-Off approach): You need to delegate work to people who have the ability, as well as the willingness to do the job. You can use this style in case you are working on an urgent assignment, and another task pops up, you will need to 'delegate' it to a competent subordinate.

The following figure explains the leadership styles according to the behavior of subordinates :

Do the above situations sound familiar? Go ahead and apply this theory to your workplace. Here is how you will grow as a leader:

You will be flexible to adapt to a variety of situations. Your awareness level will rise as you always need to be familiar with the situation around you. It will also lift the morale of your group members and give them a comfortable work environment.

However, you need to be cautious that this theory focuses on short term needs rather than long term goals. You may lose sight of your organizational objective and end up responding to immediate requirements only.

Another issue is that, even with the variables mentioned for various situations in this theory, it is difficult to ensure that you will analyze the situation the same way as other leaders. As a result, outcomes can vary.

5) The behavioral theory of Leadership: Leaders are made not born

This theory states that if you condition your behavior for the response to any given situation, you can be a leader. It focuses on your behavior and actions rather than traits or abilities.

According to the theory, your behavior as a leader determines your performance. Through teaching and observation, you can train yourself to behave as a leader. Thus, the theory concentrates on leadership and not the leader, i.e. it treats leadership as a characteristic that you can develop through practice.

Kurt Lewin explained one of the behavior leadership theories in the 1930s. He identified three types of leadership behaviors, as described in the figure below:

In case you need to focus on the profit margins of your organisation or achieve stringent deadlines, you should apply the authoritative behavior of leadership. You can allocate tasks, arrange formal lines of communication, and set up quick turnaround time for your group members.

However, various researches on Lewin's theory showed mixed results as most leaders used some part of either of the three leadership behaviors.

To help leaders decide on what behaviors to choose, Robert Tannenbaum and Warren H. Schmidt devised a continuum of leader behaviors (see below figure):

The continuum ranges from boss centered leadership to subordinate centered leadership along with what behavior you should display. You move from autocratic to democratic behavior as you go from boss to subordinate centered leadership.

Another behavior theory of leadership is the Ohio State leadership studies. It describes leader behavior in two dimensions, as explained in the figure below:

Initiating Structure behavior: You define what is expected of group members, set up formal lines of communication, and determine how subordinates will perform tasks.

Consideration behavior: You are concerned about subordinates and establish a warm and friendly work environment like you allow flexible working hours to your employees or set up daycare for infants in your organization. This approach is subordinate oriented and can help create the right environment for increasing productivity.

You need to be patient while applying the behavioral theory. The difference between knowing the behavioral styles and actually applying them takes repeated failures and lots of practice.

6) Participative theory of Leadership: The democratic dimension to lead

This theory says that the ideal leadership style takes input from others. According to the theory, you need to facilitate discussion. After collecting relevant inputs from everyone, synthesize the given information to arrive at a decision.

Following figure represents the process to effectively apply participative theory of leadership:

The theory attempts to remove the hierarchical distance between you and your group. It involves collective involvement and responsibility to achieve the goal.

For instance, Microsoft's founder Bill Gates has empowered his key employees to make crucial decisions of significant departments like innovation and marketing.

He has set up strong digital channels for facilitating communication within the company. Also, people who need specific information about the organization can access it. Open sharing of information and knowledge has helped Microsoft grow leaps and bounds.

Are you planning to bring new policies in your organization?

Use the tools of participative theory. The implementation of new policies becomes easier with this method as decisions arrive with consensus. Also, group members perform well, even in your absence, because their morale is high, and they feel valued and accountable.

You need to be aware though that the decision-making process may take a lot of time, which can affect the efficiency of your group. Taking input from every group member can also cause indecisiveness on some points.

7) Transactional theory of Leadership: Do or die

Max Weber and Bernard M. Bass described this theory. The basis of the theory is the concept of rewards and punishments. The group gets a reward or punishment depending on whether it achieves the goal set by you.

To understand further, you should know the hierarchy of human requirements.

According to psychologist Abraham Maslow, human needs can be represented in the form of a pyramid, as can be seen in the figure below. The needs at the bottom are the most basic ones like sleep, food. As you go up the pyramid, needs become difficult to achieve.

As a transactional leader, you concentrate only on the bottom of the pyramid for your group members. You ensure to fulfill the physiological needs of your group, along with financial security.

Sounds mean?

Well, it's true that with this leadership style, the relationship between you and your group is transitory, with no emotional bond. Also, the creativity of your employees takes a hit as you do not encourage new ideas.

However, this type of leadership motivates your group members by engaging them in their self-interest. Also, the productivity of your group members increases as they try to achieve their targets in a shorter duration. If your project requires undeviating and specific processes, you can use this style to accomplish the desired results.

8) Relationship theory of Leadership: Transformation through association

Leadership expert James MacGregor Burns initially introduced this theory. Also known as transformational theory, the basis of it is the relationship between you and your group. According to the theory, you need to build the trust of your subordinates by building quality relationships with them.

You need to have four behavioral components to be a transformational leader, as explained in the figure below:

Charisma gives power to you as a relationship leader. Individualized consideration means your ability to increase the growth of the group. Inspiration refers to your quality to inspire group members. Intellectual stimulation allows you to build awareness of problems and solutions.

According to a study by the University of Cologne, Germany, transformational leaders result in well being of their group.

Here is how you can bring a positive change with this leadership:

By following this approach, you not only look at the bigger picture but also help individual group members attain their potential. You transform the culture of your organization and achieve goals. Your employees will show a higher level of performance and satisfaction because they feel inspired and empowered.

However, transformational leadership will not work if you have a group of less-skilled members, as they require direction and guidance in an authoritarian style.

A classic example of a transformational leader:

Steve Jobs was truly transformational. He inspired employees to think beyond what they had already done. His passion for innovation, perfection, and simplicity drove Apple to achieve unbelievable results. He challenged his employees and made them create things that the world had never seen before.

Conclusion:

The 'Great Man' theory and 'trait' theory suggests that leaders have leadership traits by birth. It is imperative, though, that you groom and develop these qualities. The inspiration to lead may come from within, but you need to train yourself to appeal to the masses. Also, note that intrinsic qualities are a matter of choice and not chance. For example, being virtuous or dishonest to your group is an option.

You need the right psychological make-up to step in the shoes of a leader. Analyze the circumstances in which you are supposed to lead and prepare yourself according to the situation. Once you are aware of the circumstances and the qualities you need, use the tools described in leadership theories to set your leadership approach.

What are the qualities that you wish to acquire as a leader? How would you apply leadership theories to develop them? Do let us know in the comments below.

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8 Major Leadership Theories: Strengths, Weaknesses & Examples

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Leadership is a multifaceted subject, and a combination of various factors determine why some people are successful leaders. The theories of leadership are the studies and views of experts, scholars, and researchers that describe the aspects that make a great leader. Different schools of thought have varied opinions on how can you become an extraordinary leader.

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Piyu. (2019, June 10). Difference between trait and behavioral theories of leadership. https://www.differencebetween.com/difference-between-trait-and-behavioral-theories-of-leadership/

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Compare the Difference Between Similar Terms

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The key difference between trait and behavioral theories of leadership is that trait theory states that leaders have inborn traits, whereas behavioral theory rejects inborn virtues of leaders and states that leaders can be trained.

Theories of leadership are schools of thought that explain how certain individuals become leaders. Trait and behavioral theories are two such popular theories of leadership.

CONTENTS

1. Overview and Key Difference
2. What is Trait Theory
3. What is Behavioral Theory
4. Relationship Between Trait and Behavioral Theories of Leadership
5. Side by Side Comparison - Trait vs Behavioral Theories of Leadership in Tabular Form
6. Summary

What is Trait theory?

Trait theory is also known as the virtue theory of leadership. The foundation of this theory is the characteristics of different leaders - both successful and unsuccessful ones. The trait theory emphasizes that leaders have inborn traits; these are "born leaders", who cannot help but take control and guide situations. Basically, a leader is born with specific virtues according to trait theory.

Trait theory is based on the characteristics of leaders and helps to determine and forecast the effectiveness of their leadership. The theory identifies core virtues that decide whether a leader will be successful or not. The core traits identified in this theory include emotional maturity, cognitive ability, self-confidence, business knowledge, honesty and integrity, leadership motivation, and drive for achievement. However, these are not solely responsible for determining leadership effectiveness. There can be other factors that will recognize leadership potentials.

Strengths of Trait Theory

It is a naturally pleasing theory.

It has been validated with lots of research.

Moreover, it serves as an index against which the leadership characteristics of an individual are assessed.

Besides, it gives detailed knowledge and understanding of the leader element in the leadership process.

Limitations of Trait Theory

Existence of subjective judgment in determining who is a 'good' or 'successful' leader

The list of possible traits tends to be very long.

The most important trait for an effective leader is not identified.

Also, the model attempts to relate physiological traits such as height and weight to effective leadership. Most of these factors relate to situational factors that can vary tasks-wise. For instance, minimum weight and height required in the military leadership position do not suit for a manager in a business organization.

Above all, this theory is very complex.

Implications of Trait Theory

The trait theory provides constructive information about leadership. It is possible to apply this to people at all levels in all types of business organizations. Managers can use information from this theory to evaluate their position in the organization and to assess how they can make their position stronger in the organization. They can also get an in-depth understanding of their identity and the way they will affect others in the organization. Overall, this theory makes a manager aware of his or her strengths and weaknesses while teaching him or her to develop leadership qualities.

What is Behavioral Theory?

Behavioral theory explains that it is possible to train and develop a leader. It rejects that leaders are born or that certain people have their inborn potential to become leaders. According to this theory, anyone can be a leader, but there must be a good atmosphere and training for leadership qualities to develop. Also, it mainly focuses on specific behavior and actions of leaders, instead of their characteristics.

Moreover, as per this theory, best leaders are those that have the flexibility to change their behavioral style and choose the right style suitable for different situations.

Strengths of Behavioral theory

Promotes the value of leadership styles with an emphasis on concern for people an collaboration.

Helps to evaluate and understand how their behavioral styles affect the relationship within the team.

Also, helps managers to find the right balance between different styles of leadership and helps them to decide how to behave as a leader.

What is the Relationship Between Trait and Behavioral Theories of Leadership?

Both models often emphasize that there are recognizable actions that any leader must be capable of performing in any given condition. Behaviourism is a "trait" theory, in the sense, it too holds that leaders must show certain common personality markers or habits of mind. However, it claims that it is possible to prompt these from anyone at any time and that no one person has more potential than another.

What is the Difference Between Trait and Behavioral Theories of Leadership?

According to behavioral theory, becoming a leader is just a matter of proper training, while trait theory emphasizes that a leader must have certain inherent, inborn qualities. So, this is the key difference between trait and behavioral theories of leadership.

Basically, trait theories believe that a leader is "born." They often describe leaders in terms of their personal characteristics, such as charismatic and driven. Behaviorists, on the other hand, believe leadership can be taught, or fostered, by providing the necessary training and skills to an individual. Therefore, this explains the difference between trait and behavioral theories of leadership.

Summary - Trait vs Behavioral Theories of Leadership

The key difference between trait and behavioral theories of leadership is that trait theory states that leaders have inborn traits, whereas behavioral theory rejects inborn virtues of leaders and states that leaders can be trained.

Reference:

1. "Behavioral Theories of Leadership." Technofunc, Available here.
2. "Trait Theory." Changing Minds, Available here.

Image Courtesy:

1. "1623888" (CC0) via Pixabay

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Difference Between Trait and Behavioral Theories of Leadership | Compare the Difference Between Similar Terms

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The key difference between trait and behavioral theories of leadership is that trait theory states that leaders have inborn traits, whereas behavioral theory rejects inborn virtues of leaders and states that leaders can be trained. Theories of leadership are schools of thought that explain how certain individuals become leaders.

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Juneja, P. (2015). Trait theory of leadership. https://www.managementstudyguide.com/trait-theory-of-leadership.htm

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1. Home

2. Library

3. Organizational Behaviour

4. Leadership

5. Trait Theory of Leadership

The trait model of leadership is based on the characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness. The resulting lists of traits are then compared to those of potential leaders to assess their likelihood of success or failure.

Scholars taking the trait approach attempted to identify physiological (appearance, height, and weight), demographic (age, education and socioeconomic background), personality, self-confidence, and aggressiveness), intellective (intelligence, decisiveness, judgment, and knowledge), task-related (achievement drive, initiative, and persistence), and social characteristics (sociability and cooperativeness) with leader emergence and leader effectiveness.

Successful leaders definitely have interests, abilities, and personality traits that are different from those of the less effective leaders. Through many researches conducted in the last three decades of the 20th century, a set of core traits of successful leaders have been identified. These traits are not responsible solely to identify whether a person will be a successful leader or not, but they are essentially seen as preconditions that endow people with leadership potential.

Among the core traits identified are:

Achievement drive: High level of effort, high levels of ambition, energy and initiative

Leadership motivation: an intense desire to lead others to reach shared goals

Honesty and integrity: trustworthy, reliable, and open

Self-confidence: Belief in one's self, ideas, and ability

Cognitive ability: Capable of exercising good judgment, strong analytical abilities, and conceptually skilled

Knowledge of business: Knowledge of industry and other technical matters

Emotional Maturity: well adjusted, does not suffer from severe psychological disorders.

Others: charisma, creativity and flexibility

Strengths/Advantages of Trait Theory

It is naturally pleasing theory.

It is valid as lot of research has validated the foundation and basis of the theory.

It serves as a yardstick against which the leadership traits of an individual can be assessed.

It gives a detailed knowledge and understanding of the leader element in the leadership process.

Limitations of The Trait Theory

There is bound to be some subjective judgment in determining who is regarded as a 'good' or 'successful' leader

The list of possible traits tends to be very long. More than 100 different traits of successful leaders in various leadership positions have been identified. These descriptions are simply generalities.

There is also a disagreement over which traits are the most important for an effective leader

The model attempts to relate physical traits such as, height and weight, to effective leadership. Most of these factors relate to situational factors. For example, a minimum weight and height might be necessary to perform the tasks efficiently in a military leadership position. In business organizations, these are not the requirements to be an effective leader.

The theory is very complex

Implications of Trait Theory

The trait theory gives constructive information about leadership. It can be applied by people at all levels in all types of organizations. Managers can utilize the information from the theory to evaluate their position in the organization and to assess how their position can be made stronger in the organization. They can get an in-depth understanding of their identity and the way they will affect others in the organization. This theory makes the manager aware of their strengths and weaknesses and thus they get an understanding of how they can develop their leadership qualities.

Conclusion

The traits approach gives rise to questions: whether leaders are born or made; and whether leadership is an art or science. However, these are not mutually exclusive alternatives. Leadership may be something of an art; it still requires the application of special skills and techniques. Even if there are certain inborn qualities that make one a good leader, these natural talents need encouragement and development. A person is not born with self-confidence. Self-confidence is developed, honesty and integrity are a matter of personal choice, motivation to lead comes from within the individual, and the knowledge of business can be acquired. While cognitive ability has its origin partly in genes, it still needs to be developed. None of these ingredients are acquired overnight.

Authorship/Referencing - About the Author(s)

The article is Written By "Prachi Juneja" and Reviewed By Management Study Guide Content Team. MSG Content Team comprises experienced Faculty Member, Professionals and Subject Matter Experts. We are a ISO 2001:2015 Certified Education Provider. To Know more, click on About Us. The use of this material is free for learning and education purpose. Please reference authorship of content used, including link(s) to ManagementStudyGuide.com and the content page url.

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Home Library Organizational Behaviour Leadership Trait Theory of Leadership The trait model of leadership is based on the characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness. The resulting lists of traits are then compared to those of potential leaders to assess their likelihood of success or failure.

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Center for Creative Leadership. https://www.ccl.org/articles/leading-effectively-articles/fundamental-4-core-leadership-skills-for-every-career-stage/

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Module 3 Trait Theory vs. Behavioral Theory

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Holland, B. (2021, November 5). 3 Steps school leaders can take to support teachers right now. Edutopia. https://www.edutopia.org/article/tangible-steps-school-leaders-can-take- support-teachers-year

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Understanding Adult Well-Being in Schools

As a term, adult well-being is an abstract concept encompassing mental, emotional, and physical health. For education leaders, this ambiguity can make it a difficult topic to address. LUSD and TLA conducted a focus group and a review of existing literature to develop a framework and common language for adult well-being based on four interrelated drivers:

Affect: The ability to work through negative emotions toward a positive state of being

Autonomy: Agency over health, time, and personal decision-making

Engagement: The act of finding work valuable and sustainable

Relationships: The existence of meaningful connections with others

When attended to and nurtured, these drivers push individuals toward a positive state of well-being. For education leaders, this framing allows them to identify concrete strategies that support their educators. Beyond one-and-done programs or individual self-care initiatives, educators need systemic, community-wide support to feel an authentic sense of well-being in their jobs.

Initiatives about well-being often focus primarily on adults' emotional and relational states. In a professional context, however, autonomy and engagement serve as essential starting points and, while frequently overlooked, have direct implications for educator efficacy. To foster these drivers, school and district leaders can take three actions.

3 Tangible Ways to Help

1. Facilitate collaborative planning: Repeatedly, teachers across multiple studies reported increased workloads associated with preparing for remote and hybrid learning. Back in person, they face new challenges as they differentiate instruction and work to accelerate student growth. To increase engagement and make work more sustainable, leaders can set aside dedicated time for collaborative planning.

In Texas, Austin Independent School District leaders facilitated remote planning sessions so that teachers could work within grade-level and subject-area teams from across the district, reducing their workload. At New Mexico's Taos Academy Charter School, leaders created dedicated planning time that encouraged teachers to build connections across the curriculum, design active learning projects, and divide their teaching time to create more opportunities for students while increasing their own capacity.

Collaborative planning has tangible benefits. It allows educators to reclaim time, giving them a greater sense of autonomy; it reduces their workload, making their work more sustainable; and it encourages collaboration, fostering deeper engagement.

2. Support work-life balance: Anecdotal evidence collected by TLA researchers revealed that some educators felt as though they had more autonomy during remote learning. Suddenly, they had control over their daily schedules. Teachers also reported struggles, however, in balancing the demands of home life and work life with technology making them feel always on.

To help educators retain their autonomy and find their work more sustainable, leaders can actively encourage their teachers to disconnect after work hours, whether by turning off app notifications or removing school communication tools from personal devices. They can also clearly communicate norms such as expecting emails to be returned only during the work week-and then respect those boundaries-and manage expectations about communication with students and their families. Perhaps most important, leaders need to model these behaviors themselves.

3. Distribute leadership: During remote learning, some schools and districts supported autonomy and engagement through distributed leadership and decision-making. By including multiple stakeholders in decision-making processes, leaders meaningfully involved teachers in decisions that directly affected them. This created a greater sense of coherence and increased buy-in for various initiatives such as small-group tutoring and new Covid protocols. It also mitigated threats to agency and autonomy because educators felt ownership.

Leaders from multiple schools and districts reported that distributed leadership increased their capacity to respond to challenging situations. At the same time, collective decision-making positively supported educators' sense of autonomy and increased positive engagement.

Getting Started

Leaders face a unique challenge in that no single solution exists for addressing adult well-being. Although this article suggests three strategies, a first step should always be to ask educators what they actually need. Whether through a formal survey, an informal poll, or individual interviews, leaders should solicit input before designing potential solutions, so that educators will perceive programs as professionally helpful-leading to engagement-rather than as a threat to their agency and time.

Leaders also need to realize that to sustain autonomy and engagement, both must become socialized into the broader culture. While it can be tempting to focus on short-term wins, the ultimate goal should be to socialize a culture of well-being within schools and districts. When this happens, the onus for adult well-being shifts away from principals and district leaders and toward the collective.

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3 Steps School Leaders Can Take to Support Teachers Right Now

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As a term, adult well-being is an abstract concept encompassing mental, emotional, and physical health. For education leaders, this ambiguity can make it a difficult topic to address.

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Edith Cowan University. (2019, October 8). 5 Effective leadership styles in education.

https://studyonline.ecu.edu.au/blog/effective-leadership-styles-education

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Leadership in education can play an integral role in creating a positive school culture. It can also influence student learning and achievement. Effective school leadership is increasingly viewed as the key to far-reaching education transformation. With the right leadership approach, education heads can turn an average school into a successful one. Here are effective leadership styles in education that will prepare you to lead for impact.

Instructional leadership

The OECD report, Improving School Leadership suggests that effective school management generally comes from engagement in instructional leadership. There's a growing body of evidence which shows that schools with instructional leadership outperform others. This coaching style of leadership concentrates on student learning outcomes by improving teaching quality. To realise this goal, school leaders adopt the responsibility for the professional development of teachers.

Instructional leadership involves the practice of planning, evaluation, coordination and improvement of teaching and learning. According to the Australian Institute for Teaching and School Leadership, instructional leaders define the school's mission, manage the instructional program, promote high expectations and provide incentives for teachers and students.

Working directly with teachers, instructional leaders evaluate teacher performance and help advance their skills through mentoring and coaching. Becoming an instructional leader entails time spent solving pedagogical problems, taking action to improve teachers' instruction, as well as holding teachers accountable for improving their instructional skills. This pursuit to improve learning within the school community requires leaders to have an in-depth understanding of pedagogy and practice themselves.

Transformational leadership

Taking a collaborative approach, transformational leaders empower their school teams to have a say in decision-making processes and enable collective goal-setting. Through role modelling, these leaders create a culture of innovation and improvement and a shared sense of purpose. This sets the foundations for growth and success.

Transformational leaders are able to influence school outcomes by outlining high-performance expectations, developing people through individual support, building productive relationships and providing instructional support. According to researcher Bernard Bass, the four attributes of transformational leadership are defined as idealised influence, inspirational motivation, intellectual stimulation and individualised consideration.

Transformational leaders instil trust, admiration, loyalty and respect - which inspires teacher motivation, morale and performance. The influence exerted by transformational leaders has been described as " the generating of feelings." Using charisma, compassion and emotional intelligence (EI), transformational leaders are able to monitor and manage not only their own emotions but those of others as well. This gives them the ability to energise their teams and drive successes.

Studies have shown that transformational leadership has a direct impact on teacher performance, with teachers willingly taking steps to improve their classroom practice. The findings also show that transformational leadership increases teacher job satisfaction and strengthens their commitment to professional growth. The result is improved student outcomes and lasting progress across the school system.

Constructivist leadership

This type of leadership is about facilitating the learning process, rather than directing it. At the core of the constructivist approach is that learners control their own learning, not teachers. Acknowledging that every learner understands, processes and gives meaning to lessons through their own reality, constructivism places a priority on customised teaching approaches that take into consideration individual learning needs.

School leaders who embrace the constructivist model shift the focus within their school, from knowledge as a product to knowing as a process. Instruction and curriculum design under their leadership encourages the sharing of big ideas and challenging other's perspectives. The classroom is seen as a place where ' inquiry and co-construction dominate.' Constructivist leaders expect teachers to engage in reflective practices and processes with their students and peers. The purpose of reflection is to challenge previous assumptions about teaching and learning and to rethink and reframe student participation.

Constructivist leadership is about immersing teachers in a culture of learning and enabling them to take risks. It's not about dictating to teachers on how to deliver instructions - it's about educating teachers that we are all learners.

Servant leadership

This participatory style of leadership pushes the ego aside and considers the needs of others, rather than focus on self-interest. The philosophy behind servant leadership is that a "great leader must first serve others and that this simple fact is central to his or her greatness: true leadership emerges from those whose primary motivation is a desire to help others." School leaders who practice servant leadership maintain high expectations; however, they also help teachers and students to develop their skills to improve their performance. These leaders instil the desire for improvement while maintaining a focus on both results and relationships.

The former president of the Robert K. Greenleaf Center for Servant Leadership identified the ten characteristics of servant leaders as: listening, empathy, healing, awareness, persuasion, conceptualisation, foresight, stewardship, commitment to the growth of people, and building community. Servant leaders are able to cultivate high-performance teachers by removing barriers, providing resources and opening communication channels with the whole school community.

Sharing the power in decision-making, servant leaders motivate and persuade their school community to fulfil their long-standing vision. By engaging with teachers and students on what the school's future should look like, servant leaders can implement structural changes that keep an eye on the bigger picture. Research shows that in the long-term servant leadership creates a positive and productive school environment.

Strategic leadership

Strategic leadership is based on long-range planning. Through analysis, evaluation and monitoring, strategic leaders assess current school performance and take the necessary steps to improve future results. These leaders not only set the direction of the school by having an organisational vision, they create frameworks, set up interventions, allocate resources and maintain systems for reforms to take place.

There are seven guiding principles of strategic leaders. Rather than focussing on day-to-day issues, strategic leaders are future-orientated and prepare for an uncertain destiny. These leaders base their decisions on evidence and research. Drawing on data that demonstrates school learning outcomes, strategic leaders will respond with the most suitable approach - whether that's staff training, reviewing policies and procedures, or fostering a culture based on achievements. Innovation is at the heart of a strategic leader's mission - they're always looking for ways to improve the school environment - whether that's relationship building, embracing diversity or creating partnerships with parents. Strategic leaders invest in partnerships across the school community and use the power of collective thinking to build a values-based school were transparency, ethics and accountability are the cornerstones of their leadership.

Studies show that using strategy as a tool to manage an educational organisation is at the heart of developing successful schools in the long term. Aligning organisational structures, processes, culture and people behind a strategic focus is critical to this success.

Why does leadership matter?

Great school leadership is the bedrock for great schools. Evidence suggests that effective leadership is essential to creating a learning environment where every student has access to high-quality education. Teachers who pursue postgraduate education in leadership will be able to support effective teaching and learning strategies, keep pace with transformation across the education industry and inject new thinking into schools.

Find out more about learning these skills and more by studying a Master of Education with ECU Online.

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5 Effective Leadership Styles in Education | ECU Online

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Leadership in education can play an integral role in creating a positive school culture. It can also influence student learning and achievement. Effective school leadership is increasingly viewed as the key to far-reaching education transformation. With the right leadership approach, education heads can turn an average school into a successful one.

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Module 4 Current Cases in Educational Leadership

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Cherry, K. (2020, March 4). Transformational leadership. Verywell Mind. https://www.verywellmind.com/what-is-transformational-leadership-2795313

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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.﻿﻿

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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.

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How Do Transformational Leaders Inspire and Motivate Followers?

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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.

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Brizard-Stafford, B. (2021, March 26). Four ways to support teacher well-being. ASCD. https://www.ascd.org/blogs/four-ways-to-support-teacher-well-being

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Brooke Stafford-Brizard has contributed to Educational Leadership. Learn More

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Four ways to support teacher well-being - ASCD

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By Brooke Stafford-Brizard It’s an understatement to say that the last year has been challenging for teachers. We’ve asked them to learn entirely new methods for teaching in online and hybrid environments. We’ve asked them to address the trauma and stress students are experiencing as we navigate the

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Young, A. (2019). From doer to leader. ASCA SC. https://www.ascaschoolcounselor- digital.org/ascaschoolcounselor/november_december_2019/MobilePagedArticle.action?a rticleId=1536790#articleId1536790

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BEING A DOER ISN'T ENOUGH FOR SCHOOL COUNSELORS. STUDENT NEEDS DEMAND SCHOOL COUNSELORS MOVE BEYOND REACTING TO LEADING. Are school counselors doers or

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Nayar, V. (2013, August 2). Three differences between managers and leaders. Harvard Business Review. https://hbr.org/2013/08/tests-of-a-leadership-transiti

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A young manager accosted me the other day. "I've been reading all about leadership, have implemented several ideas, and think I'm doing a good job at leading my team. How will I know when I've crossed over from being a manager to a leader?" he wanted to know.

I didn't have a ready answer and it's a complicated issue, so we decided to talk the next day. I thought long and hard, and came up with three tests that will help you decide if you've made the shift from managing people to leading them.

Counting value vs Creating value. You're probably counting value, not adding it, if you're managing people. Only managers count value; some even reduce value by disabling those who add value. If a diamond cutter is asked to report every 15 minutes how many stones he has cut, by distracting him, his boss is subtracting value.

By contrast, leaders focuses on creating value, saying: "I'd like you to handle A while I deal with B." He or she generates value over and above that which the team creates, and is as much a value-creator as his or her followers are. Leading by example and leading by enabling people are the hallmarks of action-based leadership.

Circles of influence vs Circles of power. Just as managers have subordinates and leaders have followers, managers create circles of power while leaders create circles of influence.

The quickest way to figure out which of the two you're doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader.

Leading people vs Managing work. Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an individual's ability to influence, motivate, and enable others to contribute toward organizational success. Influence and inspiration separate leaders from managers, not power and control.

In India, M.K. Gandhi inspired millions of people to fight for their rights, and he walked shoulder to shoulder with them so India could achieve independence in 1947. His vision became everyone's dream and ensured that the country's push for independence was unstoppable. The world needs leaders like him who can think beyond problems, have a vision, and inspire people to convert challenges into opportunities, a step at a time.

I encouraged my colleague to put this theory to the test by inviting his team-mates for chats. When they stop discussing the tasks at hand - and talk about vision, purpose, and aspirations instead, that's when you will know you have become a leader.

Agree?

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Three Differences Between Managers and Leaders

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A young manager accosted me the other day. "I've been reading all about leadership, have implemented several ideas, and think I'm doing a good job at leading my team. How will I know when I've crossed over from being a manager to a leader?" he wanted to know.

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Cherry, K. (2020, March 4). Transformation leadership. Verywell Mind. https://www.verywellmind.com/what-is-transformational-leadership-2795313

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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.

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Leadership Inspirational Quotes. https://srtnews.net/leadership-inspirational-quotes/

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Inspire through STEM

Whether learning at home or in the classroom, there has never been a more important time for students to learn about STEM. Teachers and parents, check out our amazing range of projects here.

Inspire primary school students with short, hands-on activities that challenge them to explore the world around them.

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Empower your students to run their own investigation from start to finish - let them run the project they want to do!

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Whether learning at home or in the classroom, there has never been a more important time for students to learn about STEM. Teachers and parents, check out our amazing range of projects here. Inspire primary school students with short, hands-on activities that challenge them to explore the world around them.

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Foreword: It's All about Relationships vii
Susan R. Komives

Acknowledgments xi

About the Authors xiii

1 Introduction 1
Part One: Consciousness of Self 19
2 Consciousness of Self 21

3 Emotional Self-Perception 31

4 Emotional Self-Control 41

5 Authenticity 51

6 Healthy Self-Esteem 61

7 Flexibility 71

8 Optimism 79

9 Initiative 91

10 Achievement 101
Part Two: Consciousness of Others 109
11 Consciousness of Others 111

12 Displaying Empathy 119

13 Inspiring Others 129

14 Coaching Others 139

15 Capitalizing on Difference 149

16 Developing Relationships 159

17 Building Teams 169

18 Demonstrating Citizenship 179

19 Managing Conflict 187

20 Facilitating Change 197
Part Three: Consciousness of Context 207
21 Consciousness of Context 209

22 Analyzing the Group 217

23 Assessing the Environment 227

24 Developing Emotionally Intelligent Leadership 237

Appendix: EIL Overview 243

Index 247

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Emotionally Intelligent Leadership: A Guide for Students, 2nd Edition

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The only book for students which explores the connection between emotional intelligence and effective leadership Emotionally Intelligent Leadership: A Guide for Students is based on a conceptual model that helps students to become emotionally intelligent leaders. Research from around the world has demonstrated that there is a relationship between emotional intelligence and leadership.

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https://blog.soliant.com/careers-in-healthcare/career-tips-2/top-10-traits-every-school-counselor-should-have/

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Top 10 Traits Every School Counselor Should Have - Soliant Health

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Being a school counselor can be difficult work. Click here to read Soliant’s top 10 traits every school counselor should have.

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Mullen, P., Gutierrez, D., Newhart, S. (2017-2018). School counselors’ emotional intelligence and its relationship to leadership. https://www.jstor.org/stable/90023605

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In this investigation, we examined the relationship between emotional intelligence, leadership self-efficacy (LSE), self-leadership, and leadership experiences among a sample of practicing school counselors. School counselors who reported higher levels of emotional intelligence also reported greater LSE, self-leadership, and leadership experiences. We discuss the implications of these findings for the practice of school counseling and potential future research on school counselor leadership.

Journal Information

Professional School Counseling, the flagship journal of the American School Counselor Association, is a rigorous peer-reviewed journal that publishes high-quality manuscripts on theory, research and best practices for the profession. Also explored are techniques, materials and ideas to assist school counselors and related practitioners at all levels in their professional development. The journal's foci strengthen the bonds among school counselors and help maintain a shared awareness of the roles, problems and progress of school counseling across various settings and levels.

Publisher Information

Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company's continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com

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School Counselors' Emotional Intelligence and Its Relationship to Leadership on JSTOR

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In this investigation, we examined the relationship between emotional intelligence, leadership self-efficacy (LSE), self-leadership, and leadership experiences among a sample of practicing school counselors. School counselors who reported higher levels of emotional intelligence also reported greater LSE, self-leadership, and leadership experiences.

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Ugochukwu, C. (2021, October 4). Transformational leadership. Simply Psychology. https://www.simplypsychology.org/what-is-transformational-leadership.html

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Transformational Leadership style: How to Inspire and Motivate

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Transformational leadership is a leadership style where leaders inspire, motivate, and stimulate their followers intellectually to work towards a shared and valued goal. These leaders encourage innovation, creativity, and personal development among their team members, fostering an environment of tru…

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Young, A. (2013, July-August). Building-level leadership. ASCA School Counselor.

https://www.schoolcounselor.org/getmedia/b17aaa18-60f0-42f8-ad1e- 52552e0959b7/Building-Level.pdf