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Virtually every success-regardless of one's occupation-can be achieved through leadership. How do people get ahead in their careers? Leadership. When tensions flare, how do cooler heads prevail? Again, through leadership, displaying the kinds of characteristics that have come to define this highly sought-after personality trait.

The same holds true in the world of higher education, as the very title of the professional degree required to enter this field- Doctor of Education in Higher Education Leadership -suggests.

What are the types of leadership qualities that school administrators use to thrive? Opinions vary on the matter. Once they are identified, the next step is to actually develop them. As might be expected, many of today's highly esteemed educators have a lot to say on the subject.

Discipline

In a publication titled Leadership Lessons, produced by the American Association of Collegiate Registrars and Admissions Officers, former university administrator James Wagner noted there at least five characteristics that are instrumental to roles in higher education. Chief among them is discipline.
Discipline is manifested through a strict code of conduct that's usually needed to accomplish a task. Whether it's losing weight, training for a triathlon, or acing an exam, discipline can't be in short supply when the going gets tough. Discipline and the higher education sphere go hand in hand. In fact, several synonyms for discipline fall under the academic lexicon, such as "teaching," "direction," "instruction," and "training."

Brian Mitchell, director for the non-profit Edvance Foundation and a former university president, expounded on the importance of discipline for higher education administrators.

"Duties on campus are extensive, especially if you value time with the students, enjoy interaction with the faculty, and commit to management," Mitchell wrote for the Huffington Post.

He added that discipline can give administrators-college presidents, in particular-the stamina they need to maintain their often-rigorous schedules.

Outside-the-box thinking

Teachers like to encourage their students to stretch their minds and think big, imagining all the possibilities that they can achieve through hard work and discipline. Administrators might be wise to follow the same counsel, particularly when it comes to solving issues that a university may be facing.

In an opinion piece, Brandon Busteed, executive director of education and workforce development at Gallup, said higher education can often be a "follow-the-leader industry," where universities look to others for guidance or ideas on policy implementation or expansion. But Busteed contends that universities' leadership ought to take the road less traveled. For instance, while postgraduate programs have their merit and worth, institutions might want to consider offering more degree levels to help curb costs, including certifications, non-accredited boot camps and employer-specific workforce programs.

"Think about what would happen if the most elite brand names in higher education did all these things," Busteed explained. "They could transform higher education faster-and more for the better-than anything else.

Entrepreneurial

Higher education facilities, above all else, are grounds for learning and the mutual sharing of ideas. But they're also businesses and require revenue to keep operations up and running.

Financial matters are more of a concern for chief business officers in higher education today. According to a recent Gallup survey, approximately 50 percent of CBOs said they were highly confident their facilities would be financially stable over the next decade. That's down slightly from polling done in previous years.
"These financial challenges require collaborative, creative, multifaceted approaches to boost the quality of postsecondary education, while simultaneously curbing costs," wrote Valerie Calderon and Jeffrey Jones, methodologists at Gallup.

Gratitude

Charles Schwab, noted philanthropist and financial executive, is credited with having said, "The way to develop the best that is in a person is by appreciation and encouragement."

Students look to their teachers for guidance and direction on assignments, and engaged teachers are happy to provide it, certainly when hard work is clearly demonstrated. But are teachers receiving the same type of positive feedback for their efforts? Polling would suggest otherwise. Recent survey data from Gallup revealed that just 29 percent of teachers in the previous week received recognition for doing a good job.

Many would agree that a university's success is as much a function of students' achievement as teachers' performance, the two seemingly going hand in hand. Research has shown that teachers who regularly receive praise for jobs well done tend to be more engaged, more productive, receive higher satisfaction scores in evaluations and are more likely to stay with a school over the long term. Hodges said there are a variety of ways to show appreciation for teachers; what's critical is ensuring that gratitude is conveyed.

"The important thing is to discover their individual needs, recognize good work when you see it and offer timely recognition in the way that means the most to them," Hodges advised.

Developing leadership qualities

How do current or aspiring higher education administrators go about developing leadership characteristics? Experts say that it starts by knowing one's self and having a sense of what strengths are already there and where there's room for improvement. A number of self-help websites provide personality tests, asking users key questions that help identify what skill sets they possess or could use work on. Maintaining a personal journal and looking back on previous entries every so often can also aid in self-reflection.

Having passion for one's career is also critical to leadership development. Regardless of the industry, being energetic about an undertaking is contagious and can often serve as motivation for others who seek to improve but need a spark. As noted author and psychologist Markus van Alphen said, "Only when something is important enough does it capture your attention, this all thanks to the emotion that brings it to the forefront." Passion is one such emotion.

Leaders may be born, but they're also made. Those who earnestly seek to attain leadership qualities can establish themselves as key resources higher education institutions would be pleased to count as their own.
Recommended readings: The personality question Sources:
http://www.aacrao.org/resources/resources-detail-view/5-key-characteristics-of-a-strong-higher-education-leader

http://www.gallup.com/opinion/gallup/215615/time-elite-universities-lead-non-elite-ways.aspx?g_source=Opinion&g_medium=lead&g_campaign=tiles

http://www.gallup.com/opinion/gallup/215006/higher-business-chiefs-fear-financial-future.aspx?g_source=CATEGORY_LEADERSHIP&g_medium=topic&g_campaign=tiles

http://www.gallup.com/opinion/gallup/210041/why-appreciating-teachers-important-think.aspx?g_source=CATEGORY_EDUCATION&g_medium=topic&g_campaign=tiles

https://www.skillsyouneed.com/

Effective Communication is about Understanding Emotion

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4 key leadership skill in higher education and how to develop them

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Virtually every success-regardless of one's occupation-can be achieved through leadership. How do people get ahead in their careers? Leadership. When tensions flare, how do cooler heads prevail? Again, through leadership, displaying the kinds of characteristics that have come to define this highly sought-after personality trait.

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Many universities assign academic advisors to students in hopes of pairing a successful duo, so students can have an enriching educational experience. While these pairings are meant to be helpful, sometimes the assigned advisors may not be the right fit or they may lack specific qualities needed to help students succeed in the university setting. If you find yourself in that position, you should seek a new advisor right away. You want an advisor who can help you balance your college academics and extracurriculars to ensure that you pick the best classes, excel, and graduate on time.
Here are 5 qualities that good college advisors should have.
1. Knowledgeable

You want an advisor who is not only intelligent but also knowledgeable about your major, graduation requirements, and insider information about the best classes to take. Your college advisor should understand what you want out of college and be able to advise you on the best possible path to get there. Your college advisor should be somewhat comfortable with helping you plan courses to satisfy your major. If your advisor is unable to help you select courses or answer questions on the path you should take, you should seek a different advisor.

2. Positive

A positive outlook can go a long way. A college advisor should be welcoming, and want to know and help you. If your college advisor is always negative, shows no interest in getting to know you, and appears unwilling to guide you, you should seek a new advisor immediately. You don't want to be dragged down by someone who is negative and uninterested in your college career. You also don't want to risk being placed in a position where you can't graduate on time.

3. Organized and Timely

We all know at least one person who is disorganized and always late. An advisor with these traits should be avoided at all costs. Academic advisors should be organized and punctual for meetings. They should also respond to your emails in a timely manner. An advisor who is organized and punctual can make registration periods run smoothly and help schedule a balanced course load with ease. If your advisor is disorganized and habitually late, you should seek a replacement. You don't want to miss a registration period because your advisor didn't notify you or respond to your emails on time so you couldn't meet to discuss your courses.

4. Encouraging

College can be a difficult time for students, so it is always great to hear positive, encouraging words. Academic advisor who are encouraging can motivate their students to do their best; they can motivate you to seek out professional experience, obtain leadership positions, and pursue extracurricular activities. Sometimes, we all need a push from someone who isn't our parents to motivate us to excel academically and your advisor should be that person. So, if your advisor is not encouraging, consider seeking a new advisor.

5. Wants You to Succeed

Advisors who are genuinely interested in seeing you succeed will check in with you and ask you questions about your school and personal life. They want their students to succeed in and out of the classroom, and will want to help them get internships and jobs. If your advisor isn't motivating you or asking you questions about yourself or your studies, you should seek a new advisor.

College advisors are an important part of college life, and can make or break your college academic experience. If you want to have a successful academic college experience all while getting to know a faculty member, look for these important qualities in your academic advisor.

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5 Qualities of Good College Advisors | The University Network

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Many universities assign academic advisors to students in hopes of pairing a successful duo, so students can have an enriching educational experience. While these pairings are meant to be helpful, sometimes the assigned advisors may not be the right fit or they may lack specific qualities needed to help students succeed in the university setting.

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Editor's Note: The following article was developed from a presentation given at the NACADA Annual Conference in San Antonio, October 2009.

It is sometimes said that we can't really train someone to be an advisor; it's just "learn as you go." While this has some validity, there certainly are things new advisors should know as they embark on this wonderful career path. The following list contains ten tips to ease the new advisor's transition into the field or to remind veteran advisors of the things they should keep in mind when working with new colleagues.
Tip 1: Observe experienced advisors and use them as a resource.
Advisors should not be afraid to ask for help from more seasoned advisors. Few situations are completely new; there will always be another advisor who has been through something similar. Even new advisors in "one person shops" can find mentors from another college who can offer new perspectives and unbiased advice through networking across campus, at conferences, or on the NACADA new advising professionals listserv.
Tip 2: Remember That Advising is an Experiential Process.
"New advisors must realize that...the art of advising...is in large part learned in the advising chair" (Folsom, 2007, p. 13). Many advisors have little or no professional training when they enter their jobs. Advisors can use the resources available not only in their office, but across campus, and throughout the association. NACADA has a wealth of resources available to advisors online and at events. If an advisor sees a need for training from someone outside the campus, the NACADA Consultants and Speakers Service can provide assistance.
Tip 3: Set and Evaluate Professional Goals.
As a new advisor, writing in a journal can make it easier to articulate goals and gain motivation to take steps to reach those goals. Goals become a road map for the journey to excellence. Advisors should be careful not to just write down goals, but should take time to reevaluate the goals periodically and give themselves credit for goals they have attained.
Tip 4: Take Part in Professional Development Opportunities Whenever Possible.
Advisors should attend presentations available on their campus as well as local, regional, and national conferences. Memberships in state and national organizations give advisors access to resources that are otherwise unattainable (journals, online clearinghouses, etc). Advisors should challenge themselves to present and publish once they have joined these groups, starting small and working up to greater involvement. Creating and continually updating a professional portfolio is also a great way to develop and measure progress. (Find out more about professional portfolios in the NACADA Clearinghouse of Academic Advising Resources.)
Tip 5: Know When, Where and How to Refer.
"Seldom do new advisor training programs address the art of referral" (Jordan, 2007, p. 86). Advisors need to acknowledge their own limits and create partnerships across their own campuses. Even the most seasoned advisor should not be afraid to send a student somewhere else for help. Effective referrals help students develop self-advocacy and awareness as they obtain the most valid information (see NACADA Clearinghouse of Academic Advising Resources referral tips).
Tip 6: Advisors Must Take Care of Themselves
One advisor can't do everything. Take a lunch, leave work in the office, and build breaks or down time into the schedule. Don't wait for special occasions; take time to celebrate the little things.
Tip 7: Find a Niche Within the Office.
There is more to advising than helping students plan their class schedules. Brochures, newsletters and presentations must be created, Web sites need to be maintained, research on changing student populations must be undertaken, and assessments must be done. New advisors who volunteer for these crucial tasks make themselves invaluable.
Tip 8: Stay Positive About Students and Advising.
Advisors often receive notes of affirmation from students and coworkers; they should place these notes in their professional portfolios. Computer screens are great places for favorite quotations. Student success stories should be published on-line and in brochures and newsletters. Above all, advisors should display a ready smile and a sense of humor.
Tip 9: Read a Variety of Books.
There are a multitude of available reading selections within the field and outside it; check coworkers' bookshelves, campus libraries, and on-line book lists, e.g., the NACADA Journal Book Reviews. Don't limit reading selections to only professional books and Web sites; check out memoirs and fictional books for inspiration.
Tip 10: Be Flexible.
Advising is never dull. While that fact should be celebrated, it also means that a great deal of flexibility is required of professionals within the field. Advisors never know what lies on the other side of the door and thus should be prepared to change course multiple times within the work day.
Conclusion
Advising is a special field that provides us with the opportunity to make significant differences in students' lives. Stepping into the role of advisor can be overwhelming especially when a new advisor doesn't know where to begin. With the help of this list and the resources noted here (including the New Advisor Guidebook), advisors can begin their careers with a feeling of confidence and positive anticipation.

Erin Justyna
Student Disability Services
Texas Tech University
erin.justyna@ttu.edu

Rebecca Daly Cofer
Student Development Specialist
Abraham Baldwin Agricultural College
rcofer@abac.edu

References

Folsom, P. (2007). Setting the stage: Growth through year one and beyond: The New Advisor Development Chart. In P. Folsom & B. Chamberlain (Eds.), The New Advisor Guidebook: Mastering the Art of Advising Through the Fist Year and Beyond. (Monograph No.16). (pp. 13-21). Manhattan, KS: NACADA.

Jordan, P. (2007). Building relational skills: Building effective communication through listening, interviewing, and referral. In P. Folsom & B. Chamberlain (Eds.), The New Advisor Guidebook: Mastering the Art of Advising Through the Fist Year and Beyond. (Monograph No.16). (pp. 83-91). Manhattan, KS: NACADA.

Cite this article using APA style as: Justyna, E., & Daly Cofer, R. (2010, March). Ten 'must have' tips for new (and not so new) academic advisors. Academic Advising Today, 33(1). Retrieved from [insert url here]

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Ten 'Must Have' Tips for New (and Not So New) Academic Advisors

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Editor's Note: The following article was developed from a presentation given at the NACADA Annual Conference in San Antonio, October 2009. It is sometimes said that we can't really train someone to be an advisor; it's just "learn as you go."

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The decisions leaders make every day present countless opportunities to positively (or negatively) impact their organizations. There are numerous variables that go into making business decisions, so how can leaders truly distinguish a "good" from a "bad" decision? Many times it is only after the decision has been made that the true impact shows; and whether a decision was right or wrong can't always be determined from the outcome alone.

Fortunately, there are techniques leaders can adopt to perfect their decision-making process and increase the likelihood that their decisions will lead to a positive impact for their organization.

At Abilitie, we utilize immersive leadership simulations that place professionals in teams, add a competitive element, and ramp up the intensity to mimic the real-world challenges business throws at leaders every day. This creates an ideal "sandbox" environment to observe and analyze what makes successful teams tick and what strategies top leaders exhibit when it comes to effective decision making. Over the past three years, more than 20,000 leaders have participated in one of our simulations, allowing us to consolidate the four ingredients of effective decision making. Here is what we have seen effective teams do that allowed them to make the better decision and pull ahead in the competition.

Identify the Problem-Then Simplify It

As soon as a potential problem comes to light, some teams tend to spring immediately into problem-solving mode without knowing at the most basic level what the problem actually is. What is the underlying issue at hand? What needs to be fixed or changed? Where did the problem originate? What implications does it have? Effective leaders don't overcomplicate or add layers to a problem; they identify it, then simplify it to its most basic form. This allows them to create an effective path to determine the most appropriate solution to a problem and make the best decision even with imperfect information.

Embrace the Pre-Mortem

Effective leaders take time to consider the potential negative outcomes before deciding what action to pursue. They ask what failure would look like if the resulting outcome went down a specific path. Many teams and leaders wait until the dust settles after the decision has run its course and then conduct a post-mortem. Effective teams take a run at a pre-mortem to explore the reasons why something could potentially fail and what failure would look like. This reframing will keep the team flexible and open to adapting plans as needed. We have many times observed teams that are too focused on why and how an idea could lead to success and neglect to ask what could go wrong.

Welcome the Pivot

A change in organizational direction, or pivot, is an inevitability in today's business world. An organization with no change mechanisms in place will quickly become stagnant and regress. The same principles apply to the individuals who are making decisions as leaders of a team. Every leader must be prepared to change course when necessary. Becoming locked into one approach and refusing to alter it, even when the key indicators are pointing in a different direction, often leads to bad outcomes. Successful teams realize that the best path forward almost always requires a detour-if not many.

Think Differently

The most successful teams in our simulations consistently consider alternative viewpoints. Many times, success is possible only when it disrupts the status quo. Teams that ensure their decision-making process is open to thinking outside the proverbial box typically succeed more than teams that follow the same recipe in every simulated quarter. Effective leaders consider each problem individually, from multiple angles, often playing devil's advocate against themselves to make sure they've covered all the bases.

Decision making doesn't come with an instruction manual, and leadership is not a one-size-fits-all discipline. They key is to find a process that works for each individual. Our hope is that leaders can take the four techniques above and integrate them into their own process when considering the pros and cons of important decisions.

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4 Key Components of Effective Decision Making for Leaders

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The decisions leaders make every day present countless opportunities to positively (or negatively) impact their organizations. There are numerous variables that go into making business decisions, so how can leaders truly distinguish a "good" from a "bad" decision?

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5 Decision Making Skills for Successful Leaders

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Decision makers must create clarity out of ambiguity. Decision-makers must evaluate risks and opportunities and make a commitment to achieve their goals.How does a CEO keep the leadership team on goal? Each executive's decisions may be reasonable. But a CEO still needs assurance their decisions maintain company vision.

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"The servant-leader is a servant first. It begins with the natural feeling that one wants to serve, to serve first." - Robert K. Greenleaf

If I took five minutes to talk to your team about their thoughts of you as a leader, what would they say? Would they say that you were a servant leader?

For as long as I can remember, I have had an extremely strong and uncommon desire to serve others. As I have grown and developed as a professional and leader, I have realized that my innate desire to serve has catapulted my career to astronomical heights; all because I have always followed my desire to serve first. A leader with a servant's heart is a truly invaluable asset, and everyone in a leadership position should seek to adopt this type of mentality.

Often times, we confuse leadership with dictatorship. A dictator barks out orders and does not take into account the wants and needs of others. A servant leader is the complete opposite. A servant leader works tirelessly to develop his or her people and is focused on what they can do for others.

I have compiled a few examples of what it means to be a servant leader, and most importantly, ways that you can establish a culture of servant leadership within your organization.

1. Let others see you serve and encourage them to join you. It is of the utmost importance that my employees and clients alike witness me in service. For example, this past holiday season I organized a book donation drive to provide books to the residents of one of my favorite charities, Martha's House, which is a local transitional facility for women who are reentering society post-incarceration. I donated copies of my own books and encouraged other authors and people on my team to do the same. Collectively, we donated over 50 books. I simultaneously gave back to the community while showing my team what it means to embody service.

2. Make sure they know that you care. We've all heard the famous quote, "They don't care how much you know until they know how much you care." It is crucial that leaders know and understand the message and meaning behind this quote. Being knowledgeable does not make you a good leader, being caring does. A leader who shows his or her team that they care will not have to worry about loyalty or poor customer service. Place the importance of taking care of your people above the importance of your bottom line. When you take care of your people, they will take care of your customers. Get creative with finding ways to show your team that you care. It could be something as small as a $5 gift card to their favorite store or offering a kind word when they have experienced a personal trauma.

3. Invest in your people. The biggest investment you can make in your people is your time. Your team wants to spend time with you. Giving your time is a surefire way to let them know how much you care. Spending quality time with your team will impact their job performance directly and will, therefore, have great impacts on your bottom line. Spend time connecting with them as often as you can. Talk to them about non-work related topics and show genuine interest in them as a person. You'd be surprised how much this will mean to your team.

4. Don't place restrictions on your willingness to serve. For a servant leader, no job is beneath their pay grade. A true servant leader is willing to clean toilets if necessary. If you are in leadership, do not make the mistake of feeling or thinking that you are above grunt work. Your team can sense this type of attitude, and it is off-putting. It also puts distance between you and your team. Never be afraid to roll up your sleeves and go to work.

Successful leaders maintain a servant's heart and thus encourage their people to do the same. Imagine what your business's culture would look like if you and all of your team became servant leaders. What impact would this have on your customers' experiences? Only good can come from you showing your people what it means to serve first. I challenge you to explore ways to foster servant leadership in your own leadership style and among your team as well.

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Council Post: Servant Leadership: How To Put Your People Before Yourself

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"The servant-leader is a servant first. It begins with the natural feeling that one wants to serve, to serve first." - Robert K. Greenleaf If I took five minutes to talk to your team about their thoughts of you as a leader, what would they say?

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Servant leaders are a revolutionary bunch–they take the traditional power leadership model and turn it completely upside down. This new hierarchy puts the people–or employees, in a business context–at the very top, and the leader at the bottom, charged wi

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It is both an exciting and challenging time for leaders in higher education. The field of higher education administration is growing , with an estimated 13,000 jobs to be filled at more than 7,000 institutions of higher education by 2028. What's more, innovation is increasingly impacting education as the industry takes a more entrepreneurial approach to the way that students learn, professors teach, and administrators collaborate both on campus and in their communities.

Now more than ever, it's important for leaders in higher education to work across departments to prepare their institutions for present and future success.

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Top 8 Skills for Higher Education Leaders

1. Financial Acumen

2. Collaboration

Outside the campus, this type of leadership involves mutually beneficial partnerships with local businesses and organizations. Collaborative initiatives could include scholarship opportunities, internship job placement programs, or ongoing conversations with government policymakers about community issues such as housing, transportation, or conservation. Colleges and universities are often among the largest employers in their communities, and a collaborative approach to leadership in higher education can reduce the stigma of the institution as an isolated "ivory tower."

3. Building New Leaders

Leadership training and mentoring programs enable leaders in higher education to empower faculty and academic staff to develop their own leadership skills. This provides two benefits: It allows current leaders to support those who have expressed interest in becoming future leaders, and it enables leadership to focus training and professional development on the most critical needs of the institution.

4. Communication

Just like executives in other industries, leaders in higher education must be effective communicators. They must be comfortable engaging with a wide range of audiences both on and off-campus and in both public and private settings. Over the course of a single day, for example, a leader may meet with faculty members, employees in support roles, donors, other senior leaders at the college, government officials, current students, prospective students, members of the community, or the press.

Start with what's most important.

Set expectations up front about what you need.

Actively listen and take body language into account.

Provide constructive and specific feedback.

Address concerns immediately and, if possible, in person.

5. Strategic Planning

Making the transition to a leadership role in higher education means taking on additional responsibility for strategic planning. Whether you lead a single department or an entire institution in your new role, you must assess what your team and its assets are doing well, where there is room for improvement, and what it will take to get there. You will need to consider short-term plans that can be executed quickly and with little disruption as well as long-term plans that will have a broader and deeper impact.

Understanding and using data is an important part of strategic planning. Data provides empirical evidence for making a decision, whether it's choosing a new bookstore vendor or creating a new academic department. In addition, data influences and enables collaborative leadership . Data gives all relevant stakeholders access to the same information as they develop a plan, which allows multidisciplinary teams to build a consensus and come to an agreement.

Data plays a key role in budgeting and financial planning, but data utilization also supports operations, policy development, curriculum development, and student and staff recruitment. Leaders in higher education should strive to build a culture where staff and faculty are encouraged to use data to create strategic plans and monitor their progress.

6. Change Management

But in today's environment, change is inevitable-and it is increasingly happening very quickly. Rapid change can easily lead to conflict. Effective leaders prepare for this conflict so that change can be managed in a sensitive way and the needs of all stakeholders, including the institution itself, are respected and heard.

Interpret the necessary data and evaluate what will happen if change does or does not occur.

Collaborate with all necessary stakeholders who will be impacted by a change.

Make a decision that takes into account everyone's best interests. Develop an action plan.

Develop a communication plan. Tailor messages to different audiences wherever necessary.

Communicate early and often. Provide context for the decision. Striking a balance between the urgency that's required to take action and the incremental process for taking action.

Humanize the decision by bringing it as closely as possible to an individual level.

Solicit feedback. Alter the action plan as necessary.

Take accountability for the decision and its impacts.

7. Commitment to Diversity

Across all stakeholder groups in higher education-from the student body to the faculty to the leadership team-institutions benefit from the representation of diversity based on factors such as race, culture, gender, sexual orientation, and socioeconomic background. This representation allows institutions of higher education to better reflect the communities they serve and to prepare students for careers that increasingly require a global and multicultural perspective.

8. Intellectual Curiosity

Improving Your Educational Leadership Skills
To learn more about how an EdD can help you create change, download our free guide below.

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8 Essential Traits for Effective Leadership in Higher Education

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It is both an exciting and challenging time for leaders in higher education. The field of higher education administration is growing , with an estimated 13,000 jobs to be filled at more than 7,000 institutions of higher education by 2028.

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It's no secret that an effective leadership strategy can be the difference between an organization that flourishes and one that fails. What most do not consider, however, is the effort that goes into identifying which approach a leader should take in order to make the biggest impact.

There are eight primary theories of leadership, according to Dr. Les Stein, assistant teaching professor in Northeastern's Master of Science in Leadership program. Each leadership methodology operates on a different set of priorities and can be equally effective when applied to the "correct" situation.

While Stein believes in utilizing different leadership approaches depending on the circumstances, he is partial to employing transformational leadership because the broad and inspiring principles the paradigm is based on have the potential to make a difference in a larger context.

"Transformational leadership offers a little bit of everything," Stein says. "And [it] is generally considered to be extremely effective for leaders who want to get the most from their followers."

What is Transformational Leadership?

Transformational leadership is a model of leadership used across the spectrum of politics, education, entertainment, finance, technology, and other industries.

"When you look at people that are good examples of transformational leaders, you think of the people that have had an impact, whether that's on an organization or on the country," Stein says. "These are the people that can rise to any challenge and bring everybody together collectively to make a difference."

This transformational approach to leadership relies on encouraging and motivating followers to participate in molding a successful future for an organization. This often includes establishing a group's common purpose-a concept rooted in an organization's official "vision" and "mission," which are two aspects leaders use to help define and outline goals. As Stein explains, "[Vision] tells me where I want my organization to be in the future and why. [Mission] explains the reason for my organization's existence-its purpose." He argues that no organization can succeed without a clear vision and mission and that both are vital aspects for leadership to establish early on.

In fact, Stein believes a truly transformational leader can enter a struggling or stagnant organization, analyze the circumstances, and articulate needed improvements almost immediately. He or she should then be able to guide the organization in defining or redefining its core values in a way that unites the group in a common effort.

At the most basic level, transformational leadership is used to inspire employees to look ahead with a focus on the greater good and to function as a single unit with a common goal in mind. It is not until a leader can accomplish these steps that a successful transformation can begin.

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Qualities of Transformational Leaders

Stein considers transformational leaders to be people who can bring an organization together "to understand a common purpose and motivate in a way that creates an organizational culture focused on success." He has found these types of leaders commonly possess a particular set of traits and characteristics.
A transformational leader is:

Visionary

Team-centric

Engaging

Inspiring

Inclusive

Emotionally Intelligent

Collaborative

Leaders who have these skills are also commonly charismatic, empathetic, motivating, Stein says. On a personal level, they possess strong ethical values. They strive to put their teams before themselves without ever thinking about their own power or how their actions will benefit them personally moving forward.

As part of a team, transformational leaders have an innate ability to understand people, define each team member's goals and aspirations, and bring everybody together to make a difference. They are also likely visionary in their own way of thinking and possess communication skills that allow them to not only articulate their thoughts clearly, but to do so in a way that is inspiring to others.

"You hear a lot of people called 'transformational leaders,' and I would question that," Stein says. "[Transformational leaders are] unique individuals with real, honest personal skills [that allow them] to get the job done far better than anyone else."

Transformational leaders must also be able to create a positive work culture for their employees. This requires they assemble the right group of people on a team and create a collaborative environment in which individuals are free to work together, express their thoughts and opinions, and feel safe to share any creative and innovative ideas that might benefit the organization.

Stein describes an effective transformational leader as one who is, "always focused on making the organization the best that it can be." This includes asking for opinions, gathering ideas, and making sure that every person on the team feels included, heard, and valued.

Most transformational leaders are found at the executive levels of organizations because, "they have to be in a position of responsibility to impact the success of their organizations," Stein adds.

Examples of Transformational Leaders and their Organizations

Although it may seem that transformational leaders only come around once or twice in a lifetime, it is likely that you can recognize the names of many of the famous transformational leaders that have made an impact on today's society.
Well-known transformational leaders include:
Companies that have thrived under transformational leadership include many of the most famous names in our culture today, including Apple, IBM, Microsoft, Walmart, and Google.

Some may even argue that-led by President Joseph Aoun -Northeastern University is operating under a transformational leadership model.

"[Aoun] has a very strong vision for the university and is successfully challenging it to change and meet the many social and technological challenges of tomorrow," Stein says. "He has one of the most important skills any leader can possess-the power to influence."

Which Organizations Benefit Most from Transformational Leadership?

Stein believes that every organization, no matter how successful they are, can benefit from the guidance of a transformation leader. After all, he stresses, "Transformation doesn't have to always be from bad to good. It can be from good to great, or simply good to better. The point is, [a transformational leader will] change their institution in a way that's always positive."

Stein recognizes that organizations with a poor culture will gain the most from this type of positive interference, however.

"Organizations will benefit most from a transformational leader when their culture is such that people aren't sure if they buy into the vision of the organization, [or they don't] seem to have that collective enthusiasm for their product."

How To Embrace Transformational Leadership in Your Workplace

Given the many benefits of a successful transformational leadership strategy, it is no wonder so many employees feel inspired to practice these skills and incorporate these values into their work. Academics in the leadership community, however, are divided on whether "choosing" to be a transformational leader is that simple.

"The 'Great Man Theory' is based on the idea that people are born with leadership skills," Stein says. For this reason, many in the community operate under the belief that the qualities required to be a successful transformational leader are not ones that can simply be taught.

Those on the opposite side of the argument, however, believe that society has, "since transitioned to the idea that leadership can be learned," Stein says. From his view, Stein believes that "The transformational leadership model challenges a bit of both."

Stein explains that while many believe the core qualities of a transformational leader-such as charisma and empathy-are ones that people are either born with or are not, with hard work and an honest desire to improve an organization, there are some transformational leadership skills that many individuals can learn to embrace.

Use the following tips to explore transformational leadership and learn the ways you can apply its methods to your workplace.

1. Work on Yourself as a Leader

Before you can start making changes to your team and your organization, it's important to look at how you function as a leader. Successful transformational leaders are empathetic, charismatic, and inspirational. These traits may not appear to be learnable, but there are steps you can take as a leader to develop them.

Empathy -Take the time to sit down and get to know the people you work with on an individual level and in a context that's broader than just their role in your organization. Ask about their backgrounds, their personal goals, and even the concerns that weigh heavy on their minds from day-to-day. You may walk away from this exercise with a better understanding of how they will react to change in the organization, how to approach feedback with them, or even what tactics and tools can be used to motivate them. At the very least, taking time to connect with them on a personal level should allow you to put yourself in their shoes much more easily, a necessary factor when determining how best to inspire them.

Charisma-In leadership coach Olivia Fox Cabane's book titled "The Charisma Myth," she outlines a set of tactics anyone can use to become a more charismatic person. These tactics include being present in every situation, neutralizing negative thoughts, dressing to impress, mirroring body language, and more. Books like this, while not fool-proof guides, do offer future leaders struggling to find their natural charm a starting point for improvement.

Inspiration-There are dozens of guides on how to inspire and motivate, and each offers a variety of viable tools and methods for doing so. For example, this piece outlines nine creative approaches to inspiring people -listing everything from actively listening to using high-powered talent when trying to motivate. However, at the center of all this advice is simply the idea that you must approach every situation with the greater good of the organization in mind. Leaders who truly conquer this skill naturally create a level of trust and accountability among their team, which allows those being led to feel safe and secure in choosing to follow.

2. Create the Proper Culture in Your Workplace

Company culture is an increasingly important aspect of an employee's overall work experience. For that reason, employers tend to put a lot of time and energy into establishing a work environment that their employees can enjoy, incorporating perks, events, and benefits in an effort to make each individual feel appreciated by the organization and thus motivated to work harder.

Putting a similar emphasis on culture from a transformational leadership perspective can go a long way in your workplace. Not only is it important to make sure your team feels appreciated and respected, but those wishing to utilize transformational methods must also take the time to ensure the environment is one which encourages collaboration, innovation, and communication. Establishing each of these will help to create the collective enthusiasm among your team that is necessary for a successful transformation.

Collaboration- Transformational leadership is based on the idea that all employees should be working together towards a singular, common goal within an organization. It is vital that leaders create a collaborative environment in their workplace to accomplish this. Whether this means working as larger groups on projects very clearly tied to the achievement of that common goal, or simply ensuring employees can see how their own daily work contributes to the greater goals of the company, establishing these methods of collaboration early on will help set your organization up for success.

Innovation-More often than not, the most creative ideas will come from employees within your organization who are spending the most time with your product or services every day. Embrace the transformational leadership method by making sure your workplace culture encourages the sharing of suggestions, improvements, and ideas from team members at every tier of the company. Other methods for inspiring innovation in the workplace include embracing failure, offering incentives, and training employees in "design thinking."

(Learn more about these methods by downloading our full guide to introducing innovation in your workplace.)

Communication- Ensure that every member of your team not only feels comfortable enough to voice their opinions and share their innovative ideas, but that they know what they have to say will be heard and valued. This starts with you, as the leader, establishing a flow of open communication with your employees.

3. Practice Identifying and Facilitating Core Values

The first (and often most significant) impact a transformational leader can make occurs by defining and clarifying an organization's values. This may come in the form of cleaning or updating its mission and vision statements or simply ensuring there is a clear difference between the two. Transformational leaders can step into a new organization, identify what isn't working, and come up with a strategy and set of recommendations to solve it.

In order to begin to formulate these skills, aspiring transformational leaders should simply begin to familiarize themselves with this type of process. Identify the vision and mission of your current organization and begin to draw conclusions to determine if, from your position, those values are being supported by every division within the company. If they are being supported, try to identify what strategies executives are utilizing to accomplish this. You may also consider these leaders as potential coaches and mentors and work to mirror their leadership styles. If they aren't, consider ways you might approach rallying the organization together to reach those common goals. While it is important to be wary of your company's leadership infrastructure and how they may react to such suggestions, Stein encourages aspiring leaders to remember that, "transformational leaders don't wait for change to happen-they create it."

Still looking to gather more leadership skills to implement positive change in your organization? Consider enrolling in a Master's of Leadership program like Northeastern's.

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Transformational Leadership: How to Inspire Innovation in the Workplace

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It's no secret that an effective leadership strategy can be the difference between an organization that flourishes and one that fails. What most do not consider, however, is the effort that goes into identifying which approach a leader should take in order to make the biggest impact.

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​The average person makes thousands of decisions each day, and most of them have little lasting impact.

However, decisions made by business leaders can determine whether an organization ultimately succeeds or fails. A glance at recent news articles will show plenty of examples of poor decisions that sent companies into a downward spiral. In fact, there's a 95 percent correlation between companies that excel at effective decision-making and those with strong financial performance, according to research by Bain & Co., a global management consultancy in Boston.

In today's fast-paced and complex business world, leaders must continuously refine their decision-making processes and practices to ensure they stay on the right path.

"A good leader is open-minded and takes into consideration other ideas and points of view," says Jennifer Lee Magas, vice president of Magas Media Consultants in Monroe, Conn., who has a background in HR and employment law. "Having a narrow-minded approach to decision-making can limit your growth as a leader, and you may be missing out on a decision that could actually benefit you and the company."

Because each decision is different, leaders would be wise to choose the appropriate decision-making style for the situation at hand, says Marie Hansen, SHRM-SCP, dean of the College of Business at Husson University in Maine.

"Determining which style to use and when requires an understanding of your authority and role as leader, the expectations of your team, and the types of decisions to be made," Hansen says. "Leaders who remain transparent in the manner in which they make decisions and why they choose different styles, dependent on the type of decision, are able to build trust and respect."

Four commonly recognized decision-making styles are:

Directive. The leader uses his or her knowledge and past experience to reach a decision without seeking information from others. The advantage is that decisions can be reached quickly; the disadvantage is that the leader might not consider the long-term ramifications.

Conceptual. The leader seeks ideas from team members, which encourages creativity and innovation. This style is suited for long-term projects and planning.

Analytical. The leader relies on direct observation, facts and data.

Behavioral. The leader collaborates with others on options and is highly influenced by their feelings and opinions. The downside: If a consensus can't be reached, the leader must choose a different approach.

Key Steps

Incorporating a process or checklist can help strengthen the decision-making skills of C-suite executives.

Financial guru Dave Ramsey, author of EntreLeadership (Howard Books, 2011) who trains leaders on better decision-making, says the key steps include:

Set a deadline. "Procrastination can be avoided by setting a self-imposed deadline," Ramsey says.

Gather many options. "Quality decisions come from having the most options-find them," he says. "Options have the power to remove fear."

Determine the worst-case scenario. "When you emotionally digest the absolute worst-case, you can make the call with a degree of confidence," he says.

Follow your guiding values. "When you have a clear sense of ethics, you can make decisions more easily and quickly," he says.

Understand that inaction is an option. At times, doing nothing is the best choice. "That's different from being paralyzed," Ramsey says. "Deciding not to decide is a decision."

Another important step that leaders sometimes overlook is to review the legal ramifications of their decisions before they render them.

"A lot of the litigation I see, at least in the area of employment law, arises from executives making snap and uninformed decisions," says Nannina Angioni, a labor and employment attorney with Kaedian LLP in Los Angeles.

Seeking legal advice before announcing layoffs, for example, can help reduce the risk of legal troubles, she says.

The Roadblocks

Fear of making the wrong choice, worrying that the decision won't be popular, or being unable to decide altogether are a few of the challenges that executives encounter when they need to make important decisions.

"Fear is the ultimate cause of paralysis, and, just like the squirrel that runs in front of your car and can't decide what he wants to do, fear will get you killed," Ramsey says. "Of course, there will be times when you're afraid. Just don't allow indecisiveness due to fear."

'Leaders who remain transparent in the manner in which they make decisions and why they choose different styles, dependent on the type of decision, are able to build trust and respect.'
Ma rie Hansen, SHRM-SCP

Such delays can cost an organization "first to market" position and have lasting consequences, says Larry Mietus, founder of Speaking of Strategy, a consultancy in Buffalo, N.Y.

"When your heart, brain and gut tell you that you've got about 80 percent of the data collected ... make a decision," he advises.

On the other hand, leaders who are overconfident and don't seek other opinions can create problems as well. When a business leader offers his opinion before soliciting input from others, other team members are likely to be reluctant to offer different ideas. As a result, innovation and creativity could be stifled, Mietus says.

Heather Ishikawa, senior vice president of Caliper, a human capital analytics company in Princeton, N.J., warns that confirmation bias can occur when leaders seek only information that confirms their beliefs and dismiss information that does not.

While input from the group is a worthy goal, holding out for consensus is often a bad idea, says Jim Hauden, author of What Are Your Blind Spots? Conquering the 5 Misconceptions that Hold Leaders Back (McGraw-Hill, 2018).

"We shouldn't need a vote," Hauden says. "We want the wisdom of the group to lead us to the right path. While the decision-making process does culminate in a decision, it's the art of co-thinking and synthesizing together that yields the most powerful results."

Of course, having a process alone doesn't ensure that leaders will make the right decisions, ones that will benefit their organizations over the long run.

"Empathy plays a pretty significant role in good decision-making because leaders need to actually care if their decisions have a positive impact," says Helen McPherson, founder of McPherson Consulting Group Inc. in Fort Worth, Texas.

Trust Your Intuition

In the end, the best decisions involve a mix of knowledge, intuition and a willingness to take a bit of risk-some of which has to be developed over time through experience.

For this reason, Greg Githens, author of How to Think Strategically (Maven House, 2019), likens decision-​making to an art form rather than a process. Leaders need to develop insight.

"It is the insight that allows them to effectively cut through all the data-noise," Githens says, "so that they can recognize the 'crux of the matter' and make good strategic and tactical decisions."
Dawn Onley is a freelance writer based in Frederick, Md. illustration by Michael Morgenstern for HR Magazine.

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​The average person makes thousands of decisions each day, and most of them have little lasting impact. However, decisions made by business leaders can determine whether an organization ultimately succeeds or fails. A glance at recent news articles will show plenty of examples of poor decisions that sent companies into a downward spiral.

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A transformational leader is one who encourages others to find ways to grow and change. Although you might think of it as a strategy for business leaders, transformational leadership can be useful even beyond the corporate world. In education, this leadership style helps educators, from teachers and administrators to counselors and coaches, motivate each other to improve and innovate within their classrooms. It can even help educators find solutions to conflicts within their educational organizations.

We discuss the many applications and rewards of transformational leadership in education below.

What Is Transformational Leadership?

Traditionally, managers simply ask employees to complete assigned duties and expect compliance. A transformational leader, though, pushes team members to get creative.

Transformational leadership became popular in the 1970s and 1980s, following the publication of James MacGregor Burns's Leadership. The book, according to Sage Publishing, "is still considered the seminal work in the field of leadership studies. [Burns's] theory of transactional and transformational leadership has been the basis of more than 400 doctoral dissertations."

In any field, transformational leadership helps teams improve their performance. Here are some specific advantages of this leadership style in education.

Encourages Differences

Consider the following situation. An elementary school hires three math teachers. Each instructor uses the same lesson plans and curriculum. But each of them is different in an important way: each holds valuable knowledge and a perspective about the world that's unique to them. One was a statistician at a top government agency before deciding they wanted to help students understand math. Another recently worked with underprivileged children in the Peace Corps. And the third was an actor and performer before deciding to become a teacher.

A transformational leader wouldn't ignore these new math teachers' diverse skills and abilities. Instead, a transformational leader would encourage these new instructors to share their unique insights. This leader might encourage the former statistician to find engaging ways to teach statistics. They would motivate the Peace Corps volunteer to share their experiences abroad. They would ask the actor/performer to use their creative skills in the classroom.

Any organization is made up of a diverse group of individuals. Some of these individuals may follow unique religious or cultural customs. Others may have valuable skill sets and professional experiences. An organization that embraces differences enables staff members to use their diversity to the benefit of all. This also includes parents and families, who can benefit from the unique education their child is receiving. This approach lends itself to education as well as to the corporate world.

Fosters Participation in School Decisions

How does transformational leadership affect decision making in schools? Suppose a superintendent is considering adjusting the start time for middle schools. They have heard that starting school 30 minutes later leads to better educational outcomes for middle schoolers, and wants to try this in their district. The superintendent could simply make this decision without any teacher input. Instead, they hold a forum on the topic within the school district so educators, parents, and other family members can share thoughts.

The superintendent is showing transformational leadership by encouraging individuals to participate. Participants appreciate that their concerns are being heard and acknowledged and are willing to contribute their ideas.

Emphasizes Morals, Communication, and Authenticity

Over the front entrance of a high school hangs a banner that reads, "Speak your mind. Be part of the school community." But educators and students at the high school, as well as students' families, don't believe the banner actually reflects their school's real attitude toward speaking out.

How would a transformational leader change this view? The leader could use traditional methods to encourage educators, parents, and students to share their feedback. But these traditional methods might not work in actual practice.

For example, the school could create a suggestion box where students, parents, and educators share their thoughts and concerns. But the suggestions might never be addressed, or even collected, by school leadership. Another traditional method is asking educators directly about their concerns. In this case, educators may mention specific problems-for example, the period between classes is too short to give them enough time to prepare for the next class. But when educators point out the problems they see, leaders often don't follow through with solutions.

Whether suggestions come in the form of anonymous notes in a suggestion box or directly from polling educators about their concerns, administrators at high schools like this one often fail to address the complaints raised.

Suppose the high school used transformational leadership. Transformational leaders would understand the importance of authenticity and practicing what they preach. Encouraging, listening to, and responding to feedback shows the school cares about the concerns of teachers and students. Also, it communicates the message that the school has strong morals, such as trustworthiness and respect, and sticks to them.

Allows Students to Make their Own Decisions and Have Autonomy

Here's another case illustrating transformational leadership in education. In this scenario, two science instructors are teaching physics and engineering basics. Each has assigned the same activity- students build toothpick towers and notice the results. The first instructor gives students an extensive set of guidelines for completing the class project, such as how many toothpicks they can use. Their students follow the guidelines and achieve the expected results. The other teacher encourages students to find new approaches to the project on their own. Their students experiment with alternative materials and find innovative ways to design and build their toothpick towers This is possible simply because they, a transformational leader, allowed students the freedom to make their own decisions.

Teachers can't always give students choices in the classroom or grant them a voice in every aspect of their educational experience. But when they get an opportunity to give students autonomy, it allows both educators and students to thrive.

Transformational Leadership in Education

Educators can choose between two leadership styles: transmissional or transformational. A transmissional instructor focuses on conveying information to students, without inviting their participation. A transformational leader, on the other hand, finds ways for students to share their viewpoints. This open communication then improves student understanding.

Educators who are transformational leaders get positive results, including higher student engagement with their course material and other school pursuits. "Subordinates of transformational leaders have less role conﬂict, higher task performance, and higher satisfaction with a task than subordinates with non-transformational leaders," according to an article published in the Journal of Instructional Psychology.

For example, suppose a history instructor wants to teach a lesson about the 2019 protests in Hong Kong. They encourage their students to participate in a classroom discussion regarding the protestors, how the United States should help or respond, and if actions by the Hong Kong government are justified. The lively discussion sparks student engagement. And their engaged students end up doing better on their assignments and showing a deeper understanding of current events in context.

This type of leadership can also positively impact parents of students. For example, an educator may be concerned that the Hong Kong protests are too divisive of a subject to cover in class. That educator could reach out to parents and families to gauge their thoughts on how the topic should be covered.

A component of transformational leadership is celebrating the unique elements that make individuals different. Suppose an elementary school teacher plans a lesson on the holiday Diwali, which is celebrated by Hindus as well as members of other faiths. Merely explaining the customs of Diwali could lead to low participation or engagement. But if a student in the class celebrates this holiday, a transformational leader will encourage that student to share their personal experiences with the holiday. Again, students are engaged and end up doing better work and understanding more as a result.

Professionalism vs. Direct Leadership

Even though transformational leadership is more dynamic and its counterpart, direct leadership, is more rigid, both are equally appropriate choices for educators. Educators who are dedicated and professional can choose either path if they understand that transformational leadership doesn't mean anything goes and direct leadership doesn't mean an authoritarian stance that kills student enthusiasm.

In fact, in education, transformational leadership might actually promote a more professional atmosphere. This is because direct leadership can stir up conflict in classrooms, with students and teachers alike pushing back against strict rules and formulaic directions. It can also encourage parents and families to voice their opinion about their child's educational process. So by encouraging transformational leadership and embracing differences, educators can achieve greater progress and a more positive school and classroom atmosphere. Despite not using a direct style of leadership, educators can still maintain a high degree of professionalism, leading students by modeling trust and respect.

Discover How American University Inspires Educators

Transformational leadership motivates educators and students alike to share insights and opinions that can change the classroom. Graduates of American University's Master of Education in Education Policy and Leadership program understand how to empower others without overpowering them. They know the importance of helping students to make their own decisions. They can attest to how transformational leadership can help schools evolve. Graduates of this program are prepared to land distinguished positions with competitive salaries in the education field, all while making the educational landscape a creative and inspiring place to bring about exciting changes.

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Transformational Leadership in Education | American University

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A transformational leader is one who encourages others to find ways to grow and change. Although you might think of it as a strategy for business leaders, transformational leadership can be useful even beyond the corporate world.

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