# data[].attributes.attachment_link.readable_text
State Board of Education (SBOE) rules are part of a larger body of state agency rules known as the Texas Administrative Code (TAC). The Office of the Secretary of State collects and publishes these rules. SBOE rules are codified under Title 19, Part II, of the TAC. Title 19 is Education, and Part II is the Texas Education Agency. The SBOE may adopt new rules or amendments to or repeals of existing rules.

Use the following links to view SBOE rules that are currently in effect and rules the SBOE has recently updated.

Texas Administrative Code - Currently in Effect (last updated 09-05-18) (Chapter 33, Subchapter A)

NOTE: The Texas Education Agency makes every effort to ensure that the information published on this Internet site is secure; however, due to the limitations of Internet security, the rules published here are for information only and do not represent legal documentation.

SBOE Rules

The following links provide information on proposed SBOE rules, adopted SBOE rules that have not yet taken effect, and the procedures for individuals to petition for SBOE rule changes.

Proposed Rules (last updated 10-03-18)

Adopted Rules - Not Yet Effective (last updated 09-05-18)
Procedures to Petition for Adoption of State Board of Education Rule Changes

SBOE Rule Review Plan

Texas Government Code, §2001.039, establishes a four-year rule review cycle for all state agency rules, including SBOE rules. The rule review is designed to ensure that "the reason for adopting or readopting the rule continues to exist."

Use the following links to view SBOE rules currently under review or the rule review plan by either the chapter number or the date the review begins:

SBOE Rules Currently Under Review (last updated 06-20-18)
2017-2021 Rule Review Plan Listed by Chapter 2017-2021 Rule Review Plan Listed by Begin Review Date

Join the Rules Mailing List and get the latest information first!

# data[].attributes.attachment_link.title
State Board of Education Rules - Texas Administrative Code

# data[].attributes.attachment_link.description
State Board of Education (SBOE) rules are part of a larger body of state agency rules known as the Texas Administrative Code (TAC). The Office of the Secretary of State collects and publishes these rules. SBOE rules are codified under Title 19, Part II, of the TAC.

# data[].attributes.body
Review Case Studies

# data[].attributes.attachment_link.readable_text
The ASAP® course catalog has been published and includes information on all our standards-based ASAP® course modules, as well as the ASAP® assessments, workbooks, case studies and academies. Download the ASAP Catalog today!

# data[].attributes.attachment_link.description
The ASAP® course catalog has been published and includes information on all our standards-based ASAP® course modules, as well as the ASAP® assessments, workbooks, case studies and academies. Download the ASAP Catalog today!

# data[].attributes.body
Code of Leadership

# data[].attributes.body
Ethical Standards for School Counselors

# data[].attributes.attachment_link.keywords[]
texas education code; texas administrative code; tec; tac; education laws

# data[].attributes.body
Reflections on Robert K. Greenleaf and servant‐leadership

Author(s):

Larry Spears (Executive Director, The Robert K. Greenleaf Center for Servant‐Leadership, Indianapolis, USA)

https://www-emeraldinsight-com.easydb.angelo.edu/doi/full/10.1108/01437739610148367

# data[].attributes.body
Verywell Mind

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

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

Quick Background

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

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

Mental Health in the Workplace Webinar

Components

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

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

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

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

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

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

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

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

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

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

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

Link to Well-Being

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

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

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

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

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

Real-World Applications

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

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

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

A Word From Verywell

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

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

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

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

# data[].attributes.attachment_link.readable_text
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?

# data[].attributes.attachment_link.title
Emotional Intelligence in Leadership - Learning How to Be More Aware

# data[].attributes.attachment_link.description
Relating to others is vital in today's workplace. Learn how to build your emotional intelligence (EI) with this article.

# data[].attributes.attachment_link.readable_text
18 MONTHS LATER

Being the great friend that I am, I waited 18 months to actually watch the video. (I did keep my word, after all.) But I loved it! I enjoyed it so much that I wanted to share three things that I learned.

1. There is a Biological Basis for Our Feelings

There is a biological basis for feelings that we experience every single day. Sinek discussed five bodily chemicals that affect our feelings. Below are Sinek's five chemicals and the associated feelings.

Endorphins

Endorphins mask physical pain. They are largely responsible for the "high" you feel after exercise. They can also function as a painkiller after you suffer an injury.

Dopamine

Dopamine causes that feeling of satisfaction that we get when we accomplish something or achieve a goal. The purpose of dopamine is to help us make sure we can get things done. Sinek mentioned that writing down our goals can be powerful. Just writing down a goal can release dopamine - presumably because we believe we are moving towards completing the goals.

Serotonin

Sinek calls serotonin "the leadership chemical." Our bodies release serotonin when we receive public recognition. Serotonin creates our positive feelings of pride and status. Think about the feeling you had when you received an award or walked across a stage for a graduation ceremony. Serotonin caused that positive feeling. But your body will also release serotonin if you watch someone else receive recognition. So if your child receives an award (or graduates from college, for example), then your body will release serotonin. You will feel the same pride of satisfaction. Serotonin explains why we love to thank people who have helped us or we will work to make other people proud.

Oxytocin

According to Sinek, oxytocin leads to the best feeling of all: the feeling that makes you feel safer when you are with people that you love. Oxytocin causes that feeling of safety that you get when you believe that someone has your back. There are many ways to generate this feeling. For example, oxytocin is why hugging feels good or why a mother and child develop a bond. Oxytocin helps explain why shaking hands matters. Oxytocin also can be triggered by acts of human generosity or by giving without expecting anything in return.

Cortisol

Cortisol is the fight or flight chemical in our body. Its release results in feelings of stress and anxiety, which serves to alert our bodies to signs of danger. Since danger may be near, cortisol activates certain bodily functions, such as muscular movement, that serve to protect or allow escape. However, cortisol also shuts down other nonessential functions, such as growth and our immune system. So, cortisol may be harmful if the danger is unfounded or exaggerated. Importantly, cortisol is only designed to exist in our bodies for short periods of time.

2. Certain Addictive Behaviors Have a Chemical Basis: The Dopamine Addiction

Remember dopamine causes that feeling of satisfaction you get when you accomplish something or achieve a goal. Yet, certain drugs or activities can cause the body to release dopamine: alcohol, nicotine, gambling, and even cell phone usage. Accordingly, we can easily become dependent on, and addicted to, the use of certain drugs or even use of our cell phones.

Sinek notes that if you constantly feel the need to have your phone next to you, then you might be an addict. This was a stark realization for me. I always have my phone next to me. I feel like I am always checking my email and looking at various apps on my phone. Before, I looked at this activity as simply a habit. But now I realize that it could be even more - a true addiction that dopamine enables.

Moreover, addiction can occur with simple, daily activities. For example, if you have sales numbers that you have to hit, then your body may release dopamine when you hit those numbers or even when you make progress toward the numbers. Both biologically and psychologically, you can become addicted to your activities that move you toward your sales goals.

Some may say that hitting our goals is a good thing, and wonder why I would even bring this up. I really think there is a difference between hitting our goals and being addicted to checking and irrationally focusing on a goal and being unable to focus on anything else. I can imagine myself looking at my phone every 10 seconds while I play with my kids. I can remember myself looking at a numbers goal in my career -  without focusing on the specific activities that cause me to hit the goal. I can definitely see how a behavior can move from healthy and effective to unhealthy and addictive. This can be damaging since the addiction can become extremely harmful if left unchecked and unbalanced. Even if the addictive behavior may be beneficial in one area of my life, it can lead to problems in other areas.

After learning the dangers of dopamine, I feel the need to examine my life for potential addictions that are driven by dopamine. But Sinek taught me about more than just dopamine.

3. How Oxytocin and Cortisol Affect Leadership

Remember that oxytocin creates intense feelings of safety and comfort. Sinek stated that leaders actually create the safety and comfort by being willing to give both time and energy - by being generous. When a leader sacrifices for others around him or her, the leader gets a shot of oxytocin. But so does the person who receives the generosity. And so does anyone who witnesses the sacrifice! Witnessing acts of human generosity causes our body to release oxytocin. Naturally, this all leads into a cycle. The more oxytocin we have in our body, the more generous we want to be. The more generous and sacrificing we are, the more oxytocin that gets released, and most importantly, the safer and more comfortable we feel.

Witnessing acts of human generosity causes our body to release oxytocin

This is where the biology gets really amazing. Remember the dopamine addiction I discussed earlier? (Picture me staring at my phone trying to play with my kids - got it? Good.) Oxytocin will actually inhibit addiction. The more oxytocin we have in our body, the more difficult it is to become addicted. Oxytocin will even boost our immune systems. We will be healthier by engaging in this oxytocin cycle! Sinek states that this is why happy people live longer. And couples live longer. Oxytocin even increases our ability to solve problems.
So how does oxytocin affect leadership?
Think of starting a new job. You probably will not feel safe or comfortable at the beginning. The key to becoming comfortable (and feeling safe) is to start acting in a way that releases oxytocin. For example, start doing small acts of generosity when at work. Then keep giving and keep sacrificing. And then one day you might build up enough oxytocin in your body to feel safe.

But what happens when we go to work (or any other place) and we do not feel safe? Do you remember the chemical that gets released when we have stress or anxiety? It's cortisol.

Going back to our work example, the problem is that when we go to work and have stress and anxiety, we will have high levels of cortisol. Our body will continuously release cortisol even after the stress has abated. Our immune system will be repressed. We will be on edge. And, importantly, cortisol actually inhibits the release of oxytocin.

If you have high levels of cortisol and you work in an environment where you do not feel safe, then you will be biologically less empathetic and less generous. Sadly, we will tend not to care about other people because we are too busy trying to protect ourselves. Since our cortisol levels are constantly high, our immune systems become depressed - and we get sick! (very sick) Sinek yells, "Our jobs are killing us!" Sinek also mentions that parents who come home stressed from work teach their kids that this is how "work" works. And the kids come to expect work to be filled with anxiety and stress. Apparently, studies have shown that kids with stressed out parents may become bullies.

Our companies are literally killing us.

So who is responsible?

Who can change all this?

Leaders.

Leaders can make the choice to start sacrificing, start giving, and start the cycle of generosity and oxytocin. Sinek ends by saying leadership is not a rank or position. It is a decision. It is a choice. All you need to do is look to the person on your right and to the person on your left, and decide to serve them. You will be a leader (and a catalyst of the cycle of oxytocin).

QUICK Summary (in case you just read to the bottom):

The above is my short summary of what I have learned from Simon Sinek's talk. But below is probably the best lesson of all:

A leader needs to be generous and sacrifice to build an organization by making everyone around feel safe and comfortable. (Thank you, oxytocin!)
Here is a link to the full talk (46 minutes).
A version of this article was originally published here.

Call To Action

Are you interested in change and reinvention? If yes, click here to get my free report on the three types of reinvention (also titled, "Congratulations, You Lost Your Job!").

# data[].attributes.attachment_link.title
3 Ways Simon Sinek's "Why Leaders Eat Last" Changed My Life

# data[].attributes.attachment_link.description
Being the great friend that I am, I waited 18 months to actually watch the video. (I did keep my word, after all.) But I loved it! I enjoyed it so much that I wanted to share three things that I learned. There is a biological basis for feelings that we experience every single day.

# data[].attributes.body
Model of a web based leadership model vs pyramid