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Leadership Theories Brooke Crisp EDG 6363 - Fall B 2020 Angelo State University Authentic Leadership Authentic Leadership Roots in Ancient Greek Philosophy Focuses on the development of virtues Four components: Self-awareness Relational tranparency Balanced processing Interalized

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McGregor ISD Superintendent

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Learning How to be More Aware

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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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Emotional Intelligence - A minute with John Maxwell, Free coaching Video

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Emotional Intelligence - A minute with John Maxwell, Free coaching Video

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

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Controlling your Feelings... Before they Control You...

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"Everything can be taken from a man but the last of human freedoms - the ability to choose one's attitude in a given set of circumstances, to choose one's way." Viktor Frankl, "Man's Search for Meaning."

Controlling Emotions in the Workplace

We've all been in one of "those" situations before. You know... when your favorite project is canceled after weeks of hard work; when a customer snaps at you unfairly; when your best friend (and co-worker) is laid off suddenly; or your boss assigns you more work when you're already overloaded.

In your personal life, your reaction to stressful situations like these might be to start shouting, or to go hide in a corner and feel sorry for yourself for a while. But at work, these types of behavior could seriously harm your professional reputation, as well as your productivity.

Stressful situations are all too common in a workplace that's facing budget cuts, staff layoffs, and department changes. It may become harder and harder to manage your emotions under these circumstances, but it's even more important for you to do so.

After all, if management is forced into making more layoffs, they may choose to keep those who can handle their emotions, and work well under pressure. No matter what the situation is, you're always free to choose how you react to it.

So, how can you become better at handling your emotions, and "choosing" your reactions to bad situations? In this article, we look at the most common negative emotions experienced in the workplace - and how you can manage them productively.

Why are we focusing only on negative emotions? Well, most people don't need strategies for managing their positive emotions. After all, feelings of joy, excitement, compassion, or optimism usually don't affect others in a negative way. As long as you share positive emotions constructively and professionally, they're great to have in the workplace!

Common Negative Emotions at Work

In 1997, Bond University professor of management Cynthia Fisher conducted a study called " Emotions at Work: What Do People Feel, and How Should We Measure It?"

According to Fisher's research, the most common negative emotions experienced in the workplace are as follows:

Frustration/irritation.

Worry/nervousness.

Anger/aggravation.

Dislike.

Disappointment/unhappiness.

From " Emotions at Work: What Do People Feel and How Should we Measure it?" by Cynthia D. Fisher. School of Business Discussion Paper; No. 63, February 1997. © Copyright Cynthia D. Fisher and the School of Business, Bond University.

How to Manage Emotions at Work

Below are different strategies you can use to help you deal with each of these negative emotions.

Frustration/Irritation

Frustration usually occurs when you feel stuck or trapped, or unable to move forward in some way. It could be caused by a colleague blocking your favorite project, a boss who is too disorganized to get to your meeting on time, or simply being on hold on the phone for a long time.

Whatever the reason, it's important to deal with feelings of frustration quickly, because they can easily lead to more negative emotions, such as anger.

Here are some suggestions for dealing with frustration:

Stop and evaluate - One of the best things you can do is mentally stop yourself, and look at the situation. Ask yourself why you feel frustrated. Write it down, and be specific. Then think of one positive thing about your current situation. For instance, if your boss is late for your meeting, then you have more time to prepare. Or, you could use this time to relax a little.

Find something positive about the situation - Thinking about a positive aspect of your situation often makes you look at things in a different way. This small change in your thinking can improve your mood. When it's people who are causing your frustration, they're probably not doing it deliberately to annoy you. And if it's a thing that's bothering you - well, it's certainly not personal! Don't get mad, just move on.

Remember the last time you felt frustrated - The last time you were frustrated about something, the situation probably worked out just fine after a while, right? Your feelings of frustration or irritation probably didn't do much to solve the problem then, which means they're not doing anything for you right now.

Worry/Nervousness

With all the fear and anxiety that comes with increasing numbers of layoffs, it's no wonder that many people worry about their jobs. But this worry can easily get out of control, if you allow it, and this can impact not only your mental health, but also your productivity, and your willingness to take risks at work.

Try these tips to deal with worrying:

Don't surround yourself with worry and anxiety - For example, if co-workers gather in the break room to gossip and talk about job cuts, then don't go there and worry with everyone else. Worrying tends to lead to more worrying, and that isn't good for anyone.

Try deep-breathing exercises - This helps to slow your breathing and your heart rate. For a guide to trying it for yourself, read our article on Physical Relaxation Techniques.

Focus on how to improve the situation - If you fear being laid off, and you sit there and worry, that probably won't help you keep your job. Instead, why not brainstorm ways to bring in more business, and show how valuable you are to the company?

When you're worried and nervous about something, it can dent your self-confidence. Read our article on Building Self-Confidence to make sure this doesn't happen. Also, don't let your worries get in the way of being appropriately assertive.

Anger Management at Work

Out-of-control anger is perhaps the most destructive emotion that people experience in the workplace. It's also the emotion that most of us don't handle very well. If you have trouble managing your temper at work, then learning to control it is one of the best things you can do if you want to keep your job.

Try these suggestions to control your anger:

Watch for early signs of anger - Only you know the danger signs when anger is building, so learn to recognize them when they begin. Stopping your anger early is key. Remember, you can choose how you react in a situation. Just because your first instinct is to become angry doesn't mean it's the correct response.

If you start to get angry, stop what you're doing - Close your eyes, and practice the deep-breathing exercise we described earlier. This interrupts your angry thoughts, and it helps put you back on a more positive path.

Picture yourself when you're angry - If you imagine how you look and behave while you're angry, it gives you some perspective on the situation. For instance, if you're about to shout at your co-worker, imagine how you would look. Is your face red? Are you waving your arms around? Would you want to work with someone like that? Probably not.

To find out more about managing your anger at work, take our self-test How Good Is Your Anger Management? Also, read Dealing with Unfair Criticism and Anger Management.

Dislike

We've probably all had to work with someone we don't like. But it's important to be professional, no matter what.

Here are some ideas for working with people you dislike:

Be respectful - If you have to work with someone you don't get along with, then it's time to set aside your pride and ego. Treat the person with courtesy and respect, as you would treat anyone else. Just because this person behaves in an unprofessional manner, that doesn't mean you should as well.

Be assertive - If the other person is rude and unprofessional, then firmly explain that you refuse to be treated that way, and calmly leave the situation. Remember, set the example.

To learn more about handling dislike in the workplace, please see our articles on Working With People You Don't Like, Dealing With Difficult People and Egos at Work.

Disappointment/Unhappiness

Dealing with disappointment or unhappiness at work can be difficult. Of all the emotions you might feel at work, these are the most likely to impact your productivity. If you've just suffered a major disappointment, your energy will probably be low, you might be afraid to take another risk, and all of that may hold you back from achieving.

Here are some proactive steps you can take to cope with disappointment and unhappiness:

Look at your mindset - Take a moment to realize that things won't always go your way. If they did, life would be a straight road instead of one with hills and valleys, ups and downs, right? And it's the hills and valleys that often make life so interesting.

Adjust your goal - If you're disappointed that you didn't reach a goal, that doesn't mean the goal is no longer reachable. Keep the goal, but make a small change - for example, delay the deadline. Our Back On Track article provides practical steps for recovering from a major career setback.

Record your thoughts - Write down exactly what is making you unhappy. Is it a co-worker? Is it your job? Do you have too much to do? Once you identify the problem, start brainstorming ways to solve it or work around it. Remember, you always have the power to change your situation.

Frequently Asked Questions

What is a "worry log"?

If you find that worries are churning around inside your mind, write them down in a notebook or "worry log," and then schedule a time to deal with them. Before that time, you can forget about these worries, knowing that you'll deal with them. When it comes to the time you've scheduled, conduct a proper risk analysis around these things, and take whatever actions are necessary to mitigate any risks.
How do you use "deep breathing"?
Here's a simple technique to try. Breathe in slowly through your nose for five seconds, then breathe out slowly through your mouth for five seconds. Focus on your breathing, and nothing else. Do this at least five times, and see whether it has a positive impact on how you feel.
Does smiling help?
Strange as it may sound, forcing a smile onto your face can often make you feel happier (this is one of the strange ways in which we humans are "wired.") Try it - you may be surprised!

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Managing Your Emotions at Work - Controlling Your Feelings... Before They Control You

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Learn how to manage your emotions at work constructively, whether you experience frustration, irritation, worry, anger, dislike or unhappiness.

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5 Aspects of Emotional Intelligence Required for Effective Leadership

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5 Aspects of Emotional Intelligence Required for Effective Leadership

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How Emotional Intelligence Became a Key Leadership Skill

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How Emotional Intelligence Became a Key Leadership Skill

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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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When most people imagine intelligence, they picture a mathematician solving equations, a novelist writing great works of literature or a philosopher expounding on wise principles.

But brilliance takes many forms, not least of which is the ability to comprehend and manage emotions. Known as emotional intelligence, this trait is often overlooked, yet crucial for success as a business leader.

Here's what having emotional intelligence provides you with:
Acute Awareness
One of the defining features of emotional intelligence is the ability to comprehend the effects of your feelings. This is crucial for making sound, objective decisions when your pride and self-esteem are at stake. All leaders must face situations where their emotions make a decision seem better than it is.

If you previously expressed support for a certain strategy, for example, your pride will be tied up with that strategy, making it harder to recognize if it isn't working. Leaders who have emotional intelligence are more likely to realize when pride and other emotions are influencing their thinking, allowing them to make more rational, impartial choices.
Impact Interpretation
In addition to reigning in your own feelings, emotional intelligence makes it easier to anticipate and respond to others' sentiments. As much as we may want for it to be objective, business is an emotional experience.

Bad news from work can shock or dismay your employees, while good news may make them unreasonably optimistic. Emotional intelligence means you can tell ahead of time how others will react and develop a strategy to keep them grounded.
Mental Health Management
Those with emotional intelligence have an easier time assessing the emotional and psychological state of their employees. This makes it easier to determine if someone is suffering from:

* Anxiety

* Depression

* Grief

* Trauma

* Eating disorders

By recognizing threats to your employees' mental health, you can provide them with the support and professional resources they need to recover. Not only is this good for their health but it promotes a more harmonious, productive workplace.
Cultivated Communication
Leaders with emotional intelligence have an improved ability to gauge others' responses to their words and actions. This makes it easier for you to tell if your employees really understand what you are saying or are confused but unwilling to say so. You can then refine your messages accordingly, developing reliable ways of communicating with everyone who works for you.

Emotional intelligence also makes it easier for you to listen to what other people are saying clearly and without judgment, ensuring that others can always give you the information you need.
Helpful Humor
Never underestimate the value of humor in business. A good joke or clever play on words can cheer up dismayed employees, win over skeptical customers and draw positive attention to your brand. If you have emotional intelligence, it will be easier to tell what people will find funny. You can also determine in which situations humor will be appropriate, finding the proper balance between serious work and lightheartedness.

While intelligence is important, emotional intelligence is a key to success in leadership and in being able to relate to others. When dealing with others, truly try to place yourself in their situation. It will help you choose the best method to solve problems and achieve your goals.

How has emotional intelligence helped you to make sound and informed decisions?

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Council Post: Why Emotional Intelligence Is Indispensable For Leaders

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When most people imagine intelligence, they picture a mathematician solving equations, a novelist writing great works of literature or a philosopher expounding on wise principles. But brilliance takes many forms, not least of which is the ability to comprehend and manage emotions.

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Research by the respected Center for Creative Leadership (CCL) in the U.S. found that the primary causes of executive derailment involve deficiencies in emotional competence. Each year, CCL serves more than 20,000 individuals and 2,000 organizations, including more than 80 of the Fortune 100 companies. It says the three main reasons for failure are difficulty in handling change, inability to work well in a team, and poor interpersonal relations.

International search firm Egon Zehnder International analyzed 515 senior executives and discovered that those who were strongest in emotional intelligence were more likely to succeed than those strongest in either IQ or relevant previous experience. Research that has been done on the relationship between emotional intelligence (EQ) and IQ has shown only a weak correlation between the two.

The Carnegie Institute of Technology carried out research that showed that 85% of our financial success was due to skills in "human engineering", personality, and ability to communicate, negotiate, and lead. They found that only 15% was due to technical ability. In other words people skills or skills highly related to emotional intelligence were crucial skills. Nobel Prize winning Israeli-American psychologist Daniel Kahneman found that people would rather do business with a person they like and trust rather than someone they don't, even if that that person is offering a better product at a lower price.

People would rather do business with a person they like and trust rather than someone they don't, even if that that person is offering a better product at a lower price.

To test out his findings, think of the last time you purchased a major item, a home, automobile, or large appliance where you had to dealings with a salesperson. Was the person someone who you liked and trusted? In my talks, I have found that whenever I asked that question, inevitably the entire audience answered that, yes, the person they bought a large item from was someone they liked and trusted. This theory about why salespeople with the right people skills do better than those who lack them is borne out by a study carried out by the Hay/McBer Research and Innovation Group in 1997. In a study carried out in a large national insurance company in 1997, they found that sales agents weak in emotional areas such as self-confidence, initiative, and empathy sold policies with an average premium of $54,000, while those strong in 5 of 8 emotional competencies sold policies on the average worth $114,000.

Much of the research that has been done on emotional intelligence has been at the executive leadership level. The higher up the organization, the more crucial emotional intelligence abilities are as the impacts are greater and felt throughout the entire organization. There have been some studies, however, that show impacts at all levels.

The higher up the organization the more crucial emotional intelligence abilities are as the impacts are greater and felt throughout the entire organization.

For example, a study by McClelland in 1999 showed that after supervisors in a manufacturing plant received training in emotional competencies such as how to listen better, lost-time accidents decreased by 50% and grievances went down from 15 per year to three. The plant itself exceeded productivity goals by $250,000.

The same principles apply in all areas of life, whether at work or in relationships. Everyone wants to work with people who are easy to get along with, supportive, likeable, and can be trusted. We want to be beside people that do not get upset easily and can keep their composure when things do not work out according to plan.

Self-awareness. The first thing that is essential for any degree of emotional intelligence is self-awareness. People with a high degree of self-awareness have a solid understanding of their own emotions, their strengths, weaknesses, and what drives them. Neither overly critical nor unrealistically hopeful, these people are honest with themselves and others. These people recognize how their feelings impact them, other people around them, and their performance at work. They have a good understanding of their values and goals and where they are going in life. They are confident as well as aware of their limitations and less likely to set themselves up for failure.

We can recognize self-aware people by their willingness to talk about themselves in a frank, non-defensive manner. A good interview question is to ask about a time that the interviewee got carried away by their emotions and did something they later regretted. The self-aware person will be open and frank with their answers. Self-deprecating humor is a good indicator of someone who has good self-awareness. Red flags are people who stall or try to avoid the question, seem irritated, or frustrated by the question.

Ability To Self-Regulate Emotions. We all have emotions which drive us and there is nothing we can do to avoid them. People who are good at self-regulation, however, are able to manage their emotions so that they do not control their words and actions. While they feel bad moods and impulses as much as anyone else, they do not act upon them. People who act upon their negative feelings create havoc, disruptions, and lasting bad feelings all around them. We feel before we think and people who constantly react from an emotional state never wait long enough to allow their thoughts to override their emotions.

People who self-regulate have the ability to wait until their emotions pass, allowing them to respond from a place of reason, rather than simply reacting to feelings. The signs of someone who is good at self-regulation are reflection, thoughtfulness, comfort with ambiguity, change, and not having all the answers. In an interview, look for people who take a little time to reflect and think before they answer.

Empathy. Empathy is another important aspect to look for when hiring. Someone who has empathy will have an awareness of the feelings of others and consider those feelings in their words and actions. This does not mean that they will tiptoe around or be unwilling to make tough decisions for fear of hurting someone's feelings. It simply means that they are aware of, and take into consideration the impact on others. They are willing to share their own worries and concerns and openly acknowledge other's emotions. A good way to look for empathy in an interview is to ask a candidate about a situation where a co-worker was angry with them and how they dealt with it. Look for a willingness to understand the source of the co-workers anger, even though they may not agree with the reasons for it.

Social skills. Social skill is another area of emotional intelligence that is highly important in the workplace. To have good social skills requires a high level of the other skills aforementioned as well as the ability to relate and find common ground with a wide range of people. It goes beyond just friendliness and the ability to get along with others.

People with social skills are excellent team players as they have the ability to move an agenda along and keep focus while at the same time remaining aware of the emotional climate of the group and possess the ability to respond to it. These people are excellent at making connections, networking, and bringing people together to work on projects. They are able to bring their emotional intelligence skills into play in a larger arena. To look for social skills in an interview, ask questions related to projects and difficulties encountered around varying agendas, temperaments, and getting people to buy in.

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Why Emotionally Intelligent People Are More Successful

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Research by the respected Center for Creative Leadership (CCL) in the U.S. found that the primary causes of executive derailment involve deficiencies in emotional competence. Each year, CCL serves more than 20,000 individuals and 2,000 organizations, including more than 80 of the Fortune 100 companies.

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In some jobs, being in touch with emotions is essential. In others, it seems to be a detriment. And like any skill, being able to read people can be used for good or evil.

Some of the greatest moments in human history were fueled by emotional intelligence. When Martin Luther King, Jr. presented his dream, he chose language that would stir the hearts of his audience. "Instead of honoring this sacred obligation" to liberty, King thundered, "America has given the Negro people a bad check." He promised that a land "sweltering with the heat of oppression" could be "transformed into an oasis of freedom and justice," and envisioned a future in which "on the red hills of Georgia sons of former slaves and the sons of former slave-owners will be able to sit down together at the table of brotherhood."

Delivering this electrifying message required emotional intelligence-the ability to recognize, understand, and manage emotions. Dr. King demonstrated remarkable skill in managing his own emotions and in sparking emotions that moved his audience to action. As his speechwriter Clarence Jones reflected, King delivered "a perfectly balanced outcry of reason and emotion, of anger and hope. His tone of pained indignation matched that note for note."
Emotional intelligence is important, but the unbridled enthusiasm has obscured a dark side.
Recognizing the power of emotions, another one of the most influential leaders of the 20th century spent years studying the emotional effects of his body language. Practicing his hand gestures and analyzing images of his movements allowed him to become "an absolutely spellbinding public speaker," says the historian Roger Moorhouse-"it was something he worked very hard on." His name was Adolf Hitler.

Since the 1995 publication of Daniel Goleman's bestseller, emotional intelligence has been touted by leaders, policymakers, and educators as the solution to a wide range of social problems. If we can teach our children to manage emotions, the argument goes, we'll have less bullying and more cooperation. If we can cultivate emotional intelligence among leaders and doctors, we'll have more caring workplaces and more compassionate healthcare. As a result, emotional intelligence is now taught widely in secondary schools, business schools, and medical schools.

Emotional intelligence is important, but the unbridled enthusiasm has obscured a dark side. New evidence shows that when people hone their emotional skills, they become better at manipulating others. When you're good at controlling your own emotions, you can disguise your true feelings. When you know what others are feeling, you can tug at their heartstrings and motivate them to act against their own best interests.

Social scientists have begun to document this dark side of emotional intelligence. In emerging research led by University of Cambridge professor Jochen Menges, when a leader gave an inspiring speech filled with emotion, the audience was less likely to scrutinize the message and remembered less of the content. Ironically, audience members were so moved by the speech that they claimed to recall more of it.

The authors call this the awestruck effect, but it might just as easily be described as the dumbstruck effect. One observer reflected that Hitler's persuasive impact came from his ability to strategically express emotions-he would "tear open his heart"-and these emotions affected his followers to the point that they would "stop thinking critically and just emote."
"Whenever we wanted to persuade our staff to support a particular project we always tried to break their hearts."
Leaders who master emotions can rob us of our capacities to reason. If their values are out of step with our own, the results can be devastating. New evidence suggests that when people have self-serving motives, emotional intelligence becomes a weapon for manipulating others. In a study led by the University of Toronto psychologist Stéphane Côté, university employees filled out a survey about their Machiavellian tendencies, and took a test measuring their knowledge about effective strategies for managing emotions. Then, Cote's team assessed how often the employees deliberately undermined their colleagues. The employees who engaged in the most harmful behaviors were Machiavellians with high emotional intelligence. They used their emotional skills to demean and embarrass their peers for personal gain. In one computer company studied by Tel-Aviv University professor Gideon Kunda, a manager admitted to telling a colleague "how excited we all are with what he is doing," but at the same time, "distancing my organization from the project," so "when it blows up," the company's founder would blame the colleague.

Shining a light on this dark side of emotional intelligence is one mission of a research team led by University College London professor Martin Kilduff. According to these experts, emotional intelligence helps people disguise one set of emotions while expressing another for personal gain. Emotionally intelligent people "intentionally shape their emotions to fabricate favorable impressions of themselves," Professor Kilduff's team writes. "The strategic disguise of one's own emotions and the manipulation of others' emotions for strategic ends are behaviors evident not only on Shakespeare's stage but also in the offices and corridors where power and influence are traded."

Of course, people aren't always using emotional intelligence for nefarious ends. More often than not, emotional skills are simply instrumental tools for goal accomplishment. In a study of emotions at the Body Shop, a research team led by Stanford professor Joanne Martin discovered that founder Anita Roddick leveraged emotions to inspire her employees to fundraise for charity. As Roddick explained, "Whenever we wanted to persuade our staff to support a particular project we always tried to break their hearts." However, Roddick also encouraged employees to be strategic in the timing of their emotion expressions. In one case, after noticing that an employee often "breaks down in tears with frustration," Roddick said it was acceptable to cry, but "I told her it has to be used. I said, 'Here, cry at this point in the ... meeting." When viewing Roddick as an exemplar of an emotionally intelligent leader, it becomes clear that there's a fine line between motivation and manipulation. Walking that tightrope is no easy task.
In jobs that required extensive attention to emotions, higher emotional intelligence translated into better performance. In jobs that involved fewer emotional demands, the results reversed.
In settings where emotions aren't running high, emotional intelligence may have hidden costs. Recently, psychologists Dana Joseph of the University of Central Florida and Daniel Newman of the University of Illinois comprehensively analyzed every study that has ever examined the link between emotional intelligence and job performance. Across hundreds of studies of thousands of employees in 191 different jobs, emotional intelligence wasn't consistently linked with better performance. In jobs that required extensive attention to emotions, higher emotional intelligence translated into better performance. Salespeople, real-estate agents, call-center representatives, and counselors all excelled at their jobs when they knew how to read and regulate emotions-they were able to deal more effectively with stressful situations and provide service with a smile.

However, in jobs that involved fewer emotional demands, the results reversed. The more emotionally intelligent employees were, the lower their job performance. For mechanics, scientists, and accountants, emotional intelligence was a liability rather than an asset. Although more research is needed to unpack these results, one promising explanation is that these employees were paying attention to emotions when they should have been focusing on their tasks. If your job is to analyze data or repair cars, it can be quite distracting to read the facial expressions, vocal tones, and body languages of the people around you. In suggesting that emotional intelligence is critical in the workplace, perhaps we've put the cart before the horse.

Instead of assuming that emotional intelligence is always useful, we need to think more carefully about where and when it matters. In a recent study at a healthcare company, I asked employees to complete a test about managing and regulating emotions, and then asked managers to evaluate how much time employees spent helping their colleagues and customers. There was no relationship whatsoever between emotional intelligence and helping: Helping is driven by our motivations and values, not by our abilities to understand and manage emotions. However, emotional intelligence was consequential when examining a different behavior: challenging the status quo by speaking up with ideas and suggestions for improvement.

Emotionally intelligent employees spoke up more often and more effectively. When colleagues were treated unjustly, they felt the righteous indignation to speak up, but were able to keep their anger in check and reason with their colleagues. When they went out on a limb to advocate for gender equity, emotional intelligence helped them keep their fear at bay. When they brought ideas for innovation to senior leaders, their ability to express enthusiasm helped them avoid threatening leaders. On a much smaller scale, they were able to follow Martin Luther King Jr.'s lead in rocking the boat while keeping it steady.

More than two decades have passed since psychologists Peter Salovey at Yale and John Mayer at the University of New Hampshire introduced the concept of emotional intelligence in 1990. Why has it taken us so long to develop a more nuanced view? After Daniel Goleman popularized the idea in 1995, many researchers-perhaps awestruck themselves by enthusiasm for the concept of emotional intelligence-proceeded to conduct studies that were fatally flawed. As University of Lausanne professor John Antonakis observed, "practice and voodoo science is running way ahead of rigorous research."

One of the most persistent problems was the use of self-report measures, which asked employees to rate their own emotional abilities on items like "I can tell how people are feeling even if they never tell me" and "I am generally very good at calming someone down when he or she is upset." Abilities cannot be accurately measured with self-reports. As emotion experts Sigal Barsade of Wharton and Donald Gibson of Fairfield University lament, "One might compare this approach to assessing mathematical skills by asking respondents, 'How good are you at solving algebraic equations?' rather than asking the person to actually solve an algebraic equation."

Thanks to more rigorous research methods, there is growing recognition that emotional intelligence-like any skill-can be used for good or evil. So if we're going to teach emotional intelligence in schools and develop it at work, we need to consider the values that go along with it and where it's actually useful. As Professor Kilduff and colleagues put it, it is high time that emotional intelligence is "pried away from its association with desirable moral qualities."

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In some jobs, being in touch with emotions is essential. In others, it seems to be a detriment. And like any skill, being able to read people can be used for good or evil. Some of the greatest moments in human history were fueled by emotional intelligence. When Martin Luther King, Jr.

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What leaders, past or present, can you think of who encourage individuals to go above and beyond? For me, they are leaders who exhibit the very traits they expect of their followers. Every individual is, at times, stymied by their perceived limitations. However, there are leaders who possess qualities and characteristics that motivate individuals to move past those perceptions. These leaders not only allow individuals to be innovative and take greater ownership in their work and projects, but they also encourage them to do so. Ultimately, we feel trust, loyalty and respect for these types of leaders because we, in turn, feel trust, loyalty and respect from them.

These traits can be found in individuals who embrace the principles of transformational leadership. According to biographer James MacGregor Burns, "Transformational leaders are able to inspire followers to change expectations, perceptions and motivations to work toward common goals." Transformational leaders are those who stimulate and inspire followers to both achieve extraordinary outcomes and, in the process, develop their own leadership capacity. In fact, transformational leadership has the potential to result in performance beyond expectations.

Transformational vs. Transactional Leadership
The juxtaposition of transformational leadership is transactional leadership. In the book Leadership and Performance Beyond Expectations, Bernard Bass contrasts transactional forms of leadership with forms of transformational leadership, in which leaders clarify expectations and reward followers for fulfilling them. A transactional leader is someone who values order and structure. He or she appreciates the rules and regulations to complete objectives on time or move people and assets in an organized way. Transactional leaders are not a good fit for places where creativity and innovative ideas are valued.

These are just a handful of traits that compare the two leadership styles. However, it provides a solid example of the difference between the two. Understanding the power between these leadership qualities and the impact they will have within a department and organization is the responsibility of people in a leadership role. It is imperative that you ask yourself about your own leadership style. Do you continue leading out of passion and a desire to support your staff or because there is an expectation of structure and routine? Along with knowing your staff and their abilities, and knowing your own personality, consider the leadership style that best fits you, your work and your overall objective.

Although these leadership styles differ considerably, they are not necessarily mutually exclusive in a work environment. In fact, there are times in every industry that call for transactional leadership. For example, rarely does the completion, presentation and approval of a budget allow for a time of innovation and vision. However, the conversations leading up to a completed budget should do exactly that. They should allow for creative exploration of possible projects and programs that could enhance the budget and for thinking beyond the individual department or program and working toward the benefit of the team, organization and/or community.

Career Fulfillment
In the ever-changing landscape of employment, it's time that leadership styles are seriously assessed to determine if they are meeting the needs of the organization. Does a leadership style encourage staff retention? According to Harvard Business Review, 66 percent of the millennial workforce says they want a career that is fulfilling and inspires them. Being inspired by the work done on a day-to-day basis is an intrinsic motivation. For many, it takes years to find that internal incentive. However, having a leader who inspires and encourages them to go beyond their perceived potential gets employees closer to that fulfillment.

Further research related to the powerhouse millennial generation states that being able to provide input is a highly desired workplace value. Transformational leaders urge that very mindset because it generates ownership of projects that will benefit not only the individual, but also the entire organization. This leadership style increases retention of staff and, in particular, millennial staff, through the important belief of fulfillment.

Transactional leadership and research surrounding this leadership style have not been proven to be a successful approach to meet the need of career fulfillment. Transactional leadership depends on self-motivated people who work well in a structured, directed environment. By contrast, transformational leadership seeks to motivate and inspire workers, choosing to influence rather than direct others. Rarely does transactional leadership influence followers to work collectively to achieve one vision. Rather, it is an existing knowledge-based approach that is directed from a supervisor level. It does not encourage a collaborative environment and, therefore, lacks a level of creativity. It is within this creativity that followers say they feel inspired and find fulfillment.

Personality and Leadership Traits
Using the four I's, we can engage in a bit of self-reflection on our personality and leadership traits. There is immense strength in transformational leadership: the willingness to take the time and be aware of your staff members and know what motivates them; the genuine actions of showing concern for staff members - concern that is not just about them as a member of your team but as an individual who contributes valuable information to your team. Finally, there is the idea of integrity: being a leader who inspires with creative ideas and insight is important. In addition, being a leader who inspires through consistent actions as a role model is a step above. This kind of transformational leadership demonstrates the positive expectations you can have for your staff because you "walk the talk."

Transformational leaders are generally energetic, enthusiastic and passionate. They can be described as concerned and involved in process, and they also focus on helping every member of the group succeed. Another key tenant of transformational leadership is the Pygmalion effect, also known as the Rosenthal effect, a phenomenon whereby higher expectation leads to an increase in performance. Essentially, "if you set the bar high, individuals will rise to meet it." Because transformational leaders can change expectations and perceptions of their staff, they consistently set the bar high.

Have leaders in your life challenged you by setting the bar high? How was your life, career and personal perception transformed by meeting that expectation? You, too, can be that kind of leader, one who has high expectations but also provides the motivation, stimulation and consideration for a successful outcome. And, that outcome not only benefits the individuals you lead, but the organization you work for and the community you serve.

In an industry that has had to be adaptable to budgets, trends and community needs, how is your leadership transforming staff? Can you inspire them to go above and beyond through creativity and innovation? Leadership is meant to set things in motion and to accompany others. It's about movement - movement into the future and movement that supports new leaders and encourages new ideas. How are you moving your staff and your projects into the future in a way that challenges the status quo and alters the culture of your organization to support a new level and idea of success?

Lori A. Hoffner is a Professional Speaker, Trainer and Consultant for Supporting CommUnity, Inc.

Join Hoffner at the 2018 NRPA Conference in Indianapolis, Indiana, where she will be presenting a session titled, "Moving into the Future: The Power of Transformational Leadership."

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national recreation and park association

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Leadership Is More Than a Noun | Feature | Parks and Recreation Magazine | NRPA

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What leaders, past or present, can you think of who encourage individuals to go above and beyond? For me, they are leaders who exhibit the very traits they expect of their followers. Every individual is, at times, stymied by their perceived limitations.

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While some may think that good leadership takes no more than telling people what to do and having them actually do it, there are many different styles in the field of leadership that any manager, employer, or community organizer can study. Relational leadership style is a relational process of people working together in an attempt to accomplish change or make a difference in the interest of the common good. There are five main components of relational leadership that you need to know in order to be an effective leader: inclusion, empowerment, purposefulness, ethical behaviors, and process orientation.

1. Inclusion: This first component means that in the relational model, the leader involves everyone and everyone's ideas. The leader thinks about the various viewpoints of the group and takes all perspectives into account for any decision or change they make. Being inclusive means that the leader truly believes that everyone can make a difference and that the leader can actively listen to everyone in the group.

2. Empowerment: Empowering others is an extremely important quality when it comes to a leader's success. To empower others, a leader needs to give them the ability to be involved as well as the feeling of being involved in group decision making. A leader using the relational leadership style needs to have a true concern for the growth and development of others and the tools to encourage that growth.

3. Purposefulness: A relational leader knows exactly for what they are working. Purposefulness in the relational leadership style of leading is defined as having an individual commitment to a goal or activity while setting a common ground with others who share a similar purpose. The leader can not only identify the group's goals and have a vision of the outcome, but fully involve others in the vision-building process.

4. Ethical Behaviors: Practicing ethical behaviors is slightly vague, but it means that moral values and standards drive the leader. These values should be used to make ethical decisions and to model the behaviors that the rest of the group needs to follow.

5. Process Orientation: This orientation is focused on how the group decides to function as a team, including how everyone stays together, communicates, solves problems, and achieves the communal goals. For the leader to be process-oriented, the need to believe that the process is as important as the outcome and they need to encourage collaboration and reflection throughout the process.

Whether a leader is trying to settle workplace disputes or simply lead a group in a collaborative project, these components are essential for every effective leader. Be conscious of promoting these qualities, and the style of relational leadership will quickly form.

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The 5 Components Of The Relational Leadership Style Of Leading - Baltimore Mediation

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While some may think that good leadership takes no more than telling people what to do and having them actually do it, there are many different styles in the field of leadership that any manager, employer, or community organizer can study.

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The style of leadership in a business has a significant impact on the productivity and culture of the workplace. No two leaders are exactly alike, though there are some characteristics they may share. Servant and relational leaders share the same broad focus on employees and customers that transcends company profits and productivity. However, there are differences to both leadership styles that affect the way in which managers interact with employees and customers. A servant leader tends to focus on the ethical interactions a business has with employees and the outside world. Relational leaders typically focuses on the relationships between employees.

Inclusivity

The relational-leadership style emphasizes bringing employees together for a variety of viewpoints. Servant leaders are not necessarily concerned with building inclusivity in the workplace. Relational leaders seek to combine a diverse cross-section of the workforce so all viewpoints on a project or goal are considered. For instance, a project team might happen to consist entirely of males. A relational leader would see this and find a female employee to place on the team to add another perspective.

Personal Needs

Servant leaders focus on the personal needs of employees when making business decisions. Though relational leaders typically consider the well-being of their employees, servant leaders place higher emphasis on well-being than relational leaders, sometimes at the expense of profits. For example, a servant leader would not force an employee to work during the weekend if the employee had other obligations. A servant leader realizes that if he makes the employee unhappy, the employee might lose motivation. Even though the business may lose sales because the employee will not be present for the weekend, the employee's well-being is maintained.

Customer Focus

Relational leaders do not typically focus on a customer's needs beyond what the company must provide for its service or product. Servant leaders, however, consider factors beyond the basic product or service and aim to make a customer's life better. For example, a customer might have a problem with a product and return it to the business. Usually, a manager authorizes a refund and corrects the matter. A servant leader goes beyond refunds and asks if the customer is actually satisfied or happy. If the customer is not happy, the manager might take further steps to fix the situation.

Ethical Implications

Ethical standards are important to all businesses, no matter what type of leaders they employ. However, servant leaders typically go beyond generally accepted ethical principles and consider the broad implications of their business practices. For example, a business might produce carbon emissions within the limits set forth by the Environmental Protection Agency. However, a servant leader would consider the long-term impact of current pollution emissions from her company and take steps to change operations. Relational leaders are not typically concerned with the overall well-being of society beyond ethical norms.

Photo Credits

Hemera Technologies/AbleStock.com/Getty Images

About the Author

Aaron Marquis is a University of Texas graduate with experience writing commercials and press releases for national advertising agencies as well as comedy television treatments/stories for FOX Studios and HBO. Marquis has been writing for over six years.

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What Is the Difference Between Servant-Leadership & Relational-Leadership Styles?

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What Is the Difference Between Servant-Leadership & Relational-Leadership Styles?. The style of leadership in a business has a significant impact on the productivity and culture of the workplace. No two leaders are exactly alike, though there are some characteristics they may share. Servant and relational leaders ...

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Case Study Article: Supporting School Counselors through the Pandemic

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Case Study Article: Supporting School Counselors through the Pandemic

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Opinion

School counselors on what they need during this pandemic

As the global pandemic threatens students' academic progress, recent reports have also raised alarms about students' mental health. Fear, loss, and the anxiety brought on by uncertainty are raising already-high levels of trauma and stress among young people.

It will be tempting for schools to direct resources and attention this fall to bolstering the instructional core, given well-founded fears of learning loss and the widening of academic inequities. But our research suggests that districts need to focus just as much on deploying staff and policies that promote students' social and emotional development. School counselors have a critical but often overlooked role to play in meeting this urgent need.

According to our survey of nearly 1,000 school counselors from across the country, these professionals faced significant challenges last spring as they sought to support students' social-emotional, academic, and postsecondary development in a remote learning environment. Schools should now make it a priority to understand what went wrong in the spring, so they don't repeat the same mistakes this fall.

First, we found that school counselors were not able to spend as much time as usual counseling students about social-emotional issues, career development, or postsecondary plans. This is especially troubling for a profession that was already stretched thin to begin with: Last year, all but three states significantly exceeded the recommended ratio of students-to-counselors. In our survey, 43 percent of counselors reported spending less time providing individual counseling than in their work pre-COVID-19, despite the stress and trauma caused by the pandemic.

Instead, a large majority of the counselors-who regularly worked well beyond their usual hours-reported spending their time tracking down students with low attendance in remote learning and delivering social-service and technology information to families. These are worthwhile efforts, of course, but they limited counselors' ability to check in with students, assess their well-being, and intervene when necessary.

Second, our results suggested that a lack of direction and leadership from school and district leaders complicated this shift in responsibilities. Approximately 55 percent of counselors surveyed reported not receiving clear directions about their expected role in a remote environment. One midsize, urban school district's updated memorandum of understanding with the teachers' union never even mentioned school counselors.

While school counselors appreciated ongoing communication from administration and district staff, counselors were rarely involved in planning for remote schooling. Despite their unique skills in supporting students, only 35 percent of counselors say they were asked to provide input about school contingency plans or how to maintain counseling programming. Counselors also reported that training for counselor-specific remote work was not available to them. This problem was especially acute in rural communities, where 1 in 3 counselors reported receiving no training.

Third, like all educators, school counselors struggled to adjust to remote schooling. While navigating personal stressors brought on by the pandemic, school counselors faced unique professional challenges as well. In addition to losing the valuable opportunity to connect with students in informal settings such as hallways and lunchrooms, many counselors received instructions from school leaders not to meet one-on-one with students, provide group or classroom instruction, or even use videoconferencing software because of concerns about meeting confidentiality requirements remotely.

These findings highlight long-standing challenges facing the school counseling profession. For decades, school counselors have called on principals to provide better leadership to counseling programs. Such leadership is now essential. If schools are committed to healing students and supporting their engagement in academics amid a wave of national trauma, they must heed this call now more than ever. To support their efforts, we offer the following recommendations for school and district leaders:

1. Establish a clear plan for school counseling programming and communicate it widely. School and district leaders are often not familiar with counseling models or standards, so they need to take their lead from counselors. Strong administrators understand the assets and expertise of counselors and are careful not to misdirect their time toward tasks that don't leverage their mental-health training. With counselors' input, school and district leaders can prioritize the availability of counseling programs and services at the systems level. At a minimum, counselors can identify counseling-related policies and practices that transfer to a virtual or hybrid context. For example, school counselors can join morning meetings to connect with students, partner with teachers to integrate strategies for well-being into classes, and collaborate with other support staff to utilize screening tools to identify depression, trauma, and other signs of distress.

2. Build time for counseling into student schedules. Face-to-face time with students-either virtually or in person when it is safe to do so-is a precious commodity. School leaders will therefore need to be intentional about scheduling time for students to meet with counselors and for counselors to provide mental-health support to whole classes, grades, or schools. Consistent advisory blocks and office hours might offer structured times for students to reach out for additional support. School counselors around the country have set up Google Classrooms and Bitmoji offices to be added to district platforms.

3. Evenly distribute the responsibility of tracking down students. School leaders must avoid the temptation of assigning attendance and noncounseling duties to counselors simply because they are not responsible for a classroom of students. Pulling school counselors away from checking in with students, delivering resources for managing anxiety, and supporting postsecondary planning will leave some students vulnerable to further disengagement.

4. Ask counselors if and how they need support and training to use virtual platforms to provide counseling. In our survey, many school counselors reported having to use their personal phones to call students. Often, parents and students didn't answer those calls, which appear as if they come from unknown numbers. Access to a school phone, Google Voice number, or other platforms to communicate with students will enable counselors to conduct confidential or sensitive conversations with students. School counselors also need different kinds of training from what is offered to teachers. Training on virtual platforms, strategies that support telecounseling, and legal and ethical considerations are especially in demand. As the college-admission process continues to evolve during the pandemic, school counselors will also benefit from training on policies and practices that have been updated during the pandemic.

While today's educational context is defined by uncertainty, one thing is for certain: As students return to Zoom rooms or school buildings, they are hurting. We have professionals who are trained and ready to help them heal and develop the social and emotional skills to cope with their current reality. Let's be sure to take counselors into account in our planning this semester. Our students and teachers are going to need them.

Published in Print: September 16, 2020, as How Ready Are We to Support Kids?

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Mandy Savitz-Romer, Heather Rowan-Kenyon, Tara Nicola, & Laura Hecht

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How Ready Are We to Support Kids Through This Trauma?

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Opinion As the global pandemic threatens students' academic progress, recent reports have also raised alarms about students' mental health. Fear, loss, and the anxiety brought on by uncertainty are raising already-high levels of trauma and stress among young people.

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A new report offers insight into the pandemic experiences of counselors - and how to best position counselors to support students this year.

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How Principals and District Leaders Are Trying to Boost Lagging Teacher Morale During COVID-19

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How Principals and District Leaders Are Trying to Boost Lagging Teacher Morale During COVID-19

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How Principals and District Leaders Are Trying to Boost Lagging Teacher Morale During COVID-19

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Principals and district leaders are deploying a flurry of supportive tactics to help teachers adapt to the sudden shift to remote learning, but teachers' morale has taken a serious tumble as their weeks of home-teaching pile up. Surveys by the EdWeek Research Center document the decline in teachers' spirits.

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Ten Characteristics of Servant Leadership

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Leadership Book Review_ Leaders Make the Future

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Once a person assumes the mantle of teacher, one becomes a leader, first, in the classroom and then in the school (Crippen, 2005). With this position comes a delicate power and responsibility to the moral imperative. As such, this issue is critical as a component of teacher preparation programs. Goodlad (2004) sounds the alarm that our teacher preparation programs are remiss in responding to the need for moral literacy in our schools. The following paper will introduce the philosophy of servant-leadership, a moral way of serving, as defined by Robert K. Greenleaf (1970/1991) and will respond to Goodlad's call with possibilities for preservice teachers that help them examine and define their role in contributing to the common good through servant-leadership.

Descriptors: Preservice Teacher Education, Instructional Leadership, Teacher Leadership, Teacher Characteristics, Interprofessional Relationship, Interpersonal Competence, Empathy, Caring, Teacher Responsibility, Work Ethic, Teaching Skills, Knowledge Base for Teaching

Park University, Center for Excellence in Teaching and Learning. 8700 NW River Park Drive, Parkville, MO 64152. Tel: 816-584-6770; Fax: 308-224-3493; e-mail: cetl@park.edu; Web site: http://www.insightjournal.net/

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ERIC - EJ902861 - Serve, Teach, and Lead: It's All about Relationships, InSight: A Journal of Scholarly Teaching, 2010

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Once a person assumes the mantle of teacher, one becomes a leader, first, in the classroom and then in the school (Crippen, 2005). With this position comes a delicate power and responsibility to the moral imperative.

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Good to Great (Jim Collins)

How Remarkable Women Lead (Joanna Barsh)

Leaders Make the Future (Bob Johansen)

Leadership on the Line (Linsky & Heifetz)

Reframing Academic Leadership (Bolman & Gallos)

Reframing the Path to School Leadership (Bolman & Deal)

Shackleton's Way (Morrell & Capparell)

The Five Dysfunctions of a Team (Lencioni)

The Leadership Challenge (Kouzes & Posner)

The Wizard & The Warrior (Bolman & Deal)

With God on All Sides:  Leadership in a Devout and Diverse America (Hicks)

Emotionally Intelligent Leadership: A Guide for Students (Shankman, Allen & Haber-Curran)

Exploring Leadership: For College Students Who Want to Make A Difference (Komives, Lucas, McMahon)

Identity & Leadership (Chavez & Santo)

On Becoming a Servant Leader (Greenleaf)

Making Change Happen in Student Affairs (Barr, McClellan, Sandeen)

Creating Multicultural Change on Campus (Pope, Reynolds, Mueller)

How Colleges Work (Birnbaum)

Changing on the Job: Developing Leaders for a Complex World (Berger)

Do Good Well: Your Guide to Leadership, Action, and Social Innovation (Vasan & Przybylo)

Enhancing Campus Capacity for Leadership: An Examination of Grassroots Leaders in Higher Education (Kezar & Lester)