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How are you leading teams and others? When you're in the trenches of leading teams and others, it's hard to know the right answer. And it's easy to lose your motivation while wading through the details. No one knows your situation quite like you do. In this post, you'll find powerful leadership quotes from business leaders, artists, philosophers and national leaders.

72 Amazing Leadership Quotes That Will Inspire You To Be Great

"What you do has far greater impact than what you say." - Stephen Covey, author and educator

"Develop success from failures. Discouragement and failure are two of the surest stepping stones to success." - Dale Carnegie, author and motivational speaker

"Ninety percent of leadership is the ability to communicate something people want." - Dianne Feinstein, U.S. Senator

"An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage." - Jack Welch, former CEO of General Electric

"It's fine to celebrate success but it is more important to heed the lessons of failure." - Bill Gates, co-founder of Microsoft

"It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you'll do things differently." - Warren Buffett, investor

"Outstanding leaders go out of the way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish." - Sam Walton, founder of Walmart and Sam's Club

"One of the most important things for any leader is to never let anyone else define who you are. And you define who you are. I never think of myself as being a woman CEO of this company. I think of myself as a steward of a great institution." - Ginni Rometty, CEO of IBM

"Of all the things I've done, the most vital is coordinating those who work with me and aiming their efforts at a certain goal." - Walt Disney, founder of Disney

"Leadership is something you earn, something you're chosen for. You can't come in yelling, 'I'm your leader!' If it happens, it's because the other guys respect you." - Ben Roethlisberger, Pittsburgh Steelers quarterback

"Management is doing things right; leadership is doing the right things." - Peter F. Drucker, author and educator

"You don't have to hold a position in order to be a leader." - Henry Ford, founder of the Ford Motor Company

"Innovation distinguishes between a leader and a follower." - Steve Jobs, co-founder and former CEO of Apple

"Perfection is not attainable, but if we chase perfection we can catch excellence." - Vince Lombardi, legendary Green Bay Packers coach

"True leadership stems from individuality that is honestly and sometimes imperfectly expressed... Leaders should strive for authenticity over perfection." - Sheryl Sandberg, COO of Facebook

"To have long term success as a coach or in any position of leadership, you have to be obsessed in some way." - Pat Riley, President of the Miami Heat and former Lakers coach

"We do not need magic to change the world, we carry all the power we need inside ourselves already: we have the power to imagine better." - J.K. Rowling, author of the Harry Potter series

"Each group and each youngster is different. As a leader or coach, you get to know what they need." - Mike Krzyzewski, Duke basketball coach

"We are all faced with a series of great opportunities brilliantly disguised as impossible situations." - Chuck Swindoll, Christian pastor and radio preacher

"Some people want it to happen, some wish it would happen, others make it happen." - Michael Jordan, Hall of Fame basketball superstar

"A man who wants to lead the orchestra must turn his back on the crowd." - Max Lucado, Christian author and preacher

"Be faithful in small things because it is in them that your strength lies." - Mother Teresa, Catholic nun and saint

"The future belongs to those who believe in the beauty of their dreams." - Eleanor Roosevelt, former first lady of the United States

"Knowing what must be done does away with fear." - Rosa Parks, civil rights activist

"Keep your eyes on the stars, and your feet on the ground". - Theodore Roosevelt, former U.S. President

"Leadership is a matter of having people look at you and gain confidence, seeing how you react. If you're in control, they're in control." - Tom Landry, former Dallas Cowboys coach

"The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things." - Ronald Reagan, former U.S. President

"It took me quite a long time to develop a voice, and now that I have it, I am not going to be silent." - Madeleine Albright, former U.S. Secretary of State

"A person always doing his or her best becomes a natural leader, just by example." - Joe DiMaggio, former New York Yankees outfielder & Hall of Fame Baseball Player

"The task of the leader is to get his people from where they are to where they have not been." ― Henry Kissinger, former U.S. National Security Advisor and Secretary of State

"Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt to offer a solution everybody can understand." - Gen. Colin Powell, former U.S. Secretary of State

"A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be." - Rosalynn Carter, former first lady of the United States

"To be a leader, you have to make people want to follow you, and nobody wants to follow someone who doesn't know where he is going." - Joe Namath, former New York Jets quarterback

"If you don't believe in yourself, why is anyone else going to believe in you." - Tom Brady, New England Patriots quarterback

"When the whole world is silent, even one voice becomes powerful." - Malala Yousafzai, activist

"If your actions inspire others to dream more, learn more, do more and become more, you are a leader." - President John Quincy Adams, former U.S. President

"If you want to make enemies, try to change something." - Woodrow Wilson, former U.S. President

"I am not afraid of an army of lions led by a sheep; I am afraid of an army of sheep led by a lion." - Alexander the Great, former king of Macedonia

"In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better." - Harry Truman, former U.S. President

"Nearly all men can stand adversity, but if you want to test a man's character, give him power." - President Abraham Lincoln, former U.S. President

"You have enemies? Good. That means you've stood up for something, sometime in your life." - Winston Churchill, former British Prime Minister

"Leadership and learning are indispensable to each other." - John F. Kennedy, former U.S. President

"A genuine leader is not a searcher for consensus but a molder of consensus." - Martin Luther King Jr., civil rights activist

"I suppose leadership at one time meant muscles; but today it means getting along with people." - Mahatma Gandhi, Indian independence movement leader

"A leader is a dealer in hope." - Napoleon Bonaparte, French military leader and emperor

"If 'leadership' has come to be known as something much bigger than us, aligned to changing the world, then we are spending way too much time celebrating things that hardly anyone can do and not celebrating things we can do every day."- Drew Dudley, founder of Day One Leadership

"In matters of style, swim with the current; in matters of principle, stand like a rock." -Thomas Jefferson, Founding Father and former U.S. President

"All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership." - John Kenneth Galbraith, economist and diplomat

"A leader. . .is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind." - Nelson Mandela, former President of South Africa

"Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek." - Barack Obama, former U.S. President

"There are two kinds of people, those who do the work and those who take the credit. Try to be in the first group; there is less competition there." - Indira Gandhi, former Prime Minister of India

"The art of leadership is saying no, not yes. It is very easy to say yes." - Tony Blair, former Prime Minister of the United Kingdom

"Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well." - Dwight D. Eisenhower, former U.S. President

"Do you know that one of the great problems of our age is that we are governed by people who care more about feelings than they do about thoughts and ideas?" - Margaret Thatcher, former Prime Minister of the United Kingdom

"There is a troublesome humor some men have, that if they may not lead, they will not follow; but had rather a thing were never done, than not done their own way, tho' other ways very desirable." - William Penn, early Quaker and founder of Pennsylvania

"I think one of the keys to leadership is recognizing that everybody has gifts and talents. A good leader will learn how to harness those gifts toward the same goal." - Ben Carson, U.S. Secretary of Housing and Urban Development

"You can't depend on your eyes when your imagination is out of focus." - Mark Twain, writer

"I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel." - Maya Angelou, poet and civil rights activist

"Anyone who has never made a mistake has never tried anything new." - Albert Einstein, physicist

"Success isn't about how much money you make; it's about the difference you make in people's lives." - Michelle Obama, former First Lady of the United States

"I learned that things are never as complicated as we imagine them to be. It is only our arrogance which seeks to find complicated answers to simple problems." - Muhammad Yunus, Nobel Peace Prize Winner

"We are what we repeatedly do. Excellence, then, is not an act, but a habit." - Aristotle, Greek philosopher

Do not go where the path may lead, go instead where there is no path and leave a trail. - Ralph Waldo Emerson, poet and essayist

"To be persuasive we must be believable; to be believable we must be credible; credible we must be truthful." - Edward R. Murrow, American broadcast journalist

"To lead people, walk beside them. As for the best leaders, the people do not notice their existence ... When the best leader's work is done, the people say, 'We did it ourselves!'" - Lao Tzu, Chinese philosopher

"I have been impressed with the urgency of doing. Knowing is not enough; we must apply. Being willing is not enough; we must do." - Leonardo da Vinci, scientist, artist, astronomer, and mathematician

"The most difficult thing is the decision to act, the rest is merely tenacity." - Amelia Earhart, American aviation pioneer

"If your actions create a legacy that inspires others to dream more, learn more, do more and become more, then, you are an excellent leader." - Dolly Parton, singer and songwriter

"The best is he who calls men to the best. And those who heed the call are also blessed. But worthless who call not, heed not, but rest." - Hesiod, 8th Century BC Greek poet

"High sentiments always win in the end, The leaders who offer blood, toil, tears and sweat always get more out of their followers than those who offer safety and a good time. When it comes to the pinch, human beings are heroic." - George Orwell, author and journalist

"He who wishes to be obeyed must know how to command." - Niccolò Machiavelli, philosopher and writer

"If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you." - Indra Nooyi, Pepsi CEO

Which of these leadership quotes work best for you and your team?

Which leaders and ideas resonate with you?

Where do you need to make changes?

Use these leadership quotes for your next team meeting, company retreat or presentation as a jumping off point for how you are leading others in your teams or organizations.

Like this? Take a look at these powerful planning quotes.

Does your team need a powerful project management tool that the whole team can use? Workzone may be just the ticket...

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72 Amazing Leadership Quotes That Will Inspire You To Be Great

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How are you leading teams and others? When you're in the trenches of leading teams and others, it's hard to know the right answer. And it's easy to lose your motivation while wading through the details. No one knows your situation quite like you do.

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The Dark side of Emotional Intelligence 

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The Dark side of Emotional Intelligence 

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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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The Enneagram and Leadership - THE ENNEAGRAM AT WORK

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Peter O'Hanrahan has been working with the Enneagram for 40 years. The Enneagram system of personality types is now a leading edge, human technology used by therapists, coaches, business leaders, spiritual directors, parents and teachers in countries around the world.

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New school leadership | Donte Quinine | TEDxWenatchee

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What makes a great leader? Management theorist Simon Sinek suggests, it’s someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety -- especially in an uneven economy -- means taking on big responsibility.

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Educational Technology and Mobile Learning

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April 16, 2017
Successful school leaders are those who inspire, innovate, motivate, empower and create engaging school culture conducive to meaningful learning. They are always forward thinking and embrace change. They take initiative, explore uncharted territories and think out of the rigidly structured managerial box. Successful school leaders are people with a special mindset, a growth mindset. They have a set of distinctive characteristics that set them apart from the crowd. In this carefully selected collection, we are sharing with you some of the best books on educational and school leadership written by renowned leadership authors in education. You will get to discover qualities and practices that make a successful school leader and learn more about how to use these practices in the daily management of your school and ' during the stressful times that accompany major change initiatives'.

Links and books description are under the visual. Here is a PDF copy of this visual.

1- The Principal: Three Keys to Maximizing Impact , by Michael Fullan
'Principals are often called the second most crucial in-school influencers (after teachers) of student learning. But what should the principal do in order to maximize student achievement? One of the best-known leadership authors in education, Fullan explains why the answer lies neither in micro-managing instruction nor in autonomous entrepreneurialism. He shows systematically how the principal's role should change, demonstrating how it can be done in short order, at scale.'

2- The Innovator's Mindset: Empower Learning, Unleash Talent, and Lead a Culture of Creativity, by George Couros
'In THE INNOVATOR'S MINDSET, George Couros encourages teachers and administrators to empower their learners to wonder, to explore-and to become forward-thinking leaders.'

3- Digital Leadership: Changing Paradigms for Changing Times 1st Edition, by Eric C. Sheninger
'Digital leadership is a strategic mindset and set of behaviors that leverages resources to create a meaningful, transparent, and engaging school culture. It takes into account recent changes such as ubiquitous connectivity, open-source technology, mobile devices, and personalization to dramatically shift how schools have been run and structured for over a century. Leading in education becomes exponentially powerful when using technology to your advantage.'

4- What Great Principals Do Differently: Eighteen Things That Matter Most, by Todd Whitaker
'Inspire yourself and others with the second edition of this best-selling book. With heartfelt advice, practical wisdom, and examples from the field, Todd Whitaker explains the qualities and practices that distinguish great principals'

5 The Principal 50: Critical Leadership Questions for Inspiring Schoolwide Excellence, by Baruti K. Kafele
'"Why do I lead?" With this deceptively simple question, best-selling author Baruti K. Kafele begins a powerful examination of what it takes to make a school community achieve the greatest success in the classroom and beyond.'

6- Creating Innovators: The Making of Young People Who Will Change the World, by Tony Wagner
'Harvard education expert Tony Wagner explores what parents, teachers, and employers must do to develop the capacities of young people to become innovators.'

7- Lessons of Hope: How to Fix Our Schools, by Joel Klein
'In this revealing and provocative memoir, the former chancellor of the New York City schools offers the behind-the-scenes story of the city's dramatic campaign to improve public education and an inspiring blueprint for national reform.'

8- School Leadership That Works: From Research to Results, by Robert J. Marzano (Author), Timothy Waters (Author), Brian A. McNulty (Author)
'What does research tell us about the effects of school leadership on student achievement? What specific leadership practices make a real difference in school effectiveness? How should school leaders use these practices in their day-to-day management of schools and during the stressful times that accompany major change initiatives? Robert J. Marzano, Timothy Waters, and Brian A. McNulty provide answers to these and other questions in School Leadership That Works.'
9- Leverage Leadership: A Practical Guide to Building Exceptional Schools, by Paul Bambrick-Santoyo (Author), Doug Lemov (Foreword), Brett Peiser (Contributor)
'Paul Bambrick-Santoyo (Managing Director of Uncommon Schools) shows leaders how they can raise their schools to greatness by following a core set of principles. These seven principles, or "levers," allow for consistent, transformational, and replicable growth.'

10- A Whole New Mind: Why Right-Brainers Will Rule the Future, by Daniel H. Pink
'Drawing on research from around the world, Pink ( outlines the six fundamentally human abilities that are absolute essentials for professional success and personal fulfillment--and reveals how to master them. A Whole New Mind takes readers to a daring new place, and a provocative and necessary new way of thinking about a future that's already here.'

11- Start with Why: How Great Leaders Inspire Everyone to Take Action, by Simon Sinek
'START WITH WHY shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way -- and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.'

12- The Servant Leader: How to Build a Creative Team, Develop Great Morale, and Improve Bottom-Line Performance, by James A. Autry
'Bestselling author and former Fortune 500 executive James A. Autry reveals the servant leader's tools, a set of skills and ideals that will transform the way business is done. It helps leaders nurture the needs and goals of those who look to them for leadership.'

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April 16, 2017 Successful school leaders are those who inspire, innovate, motivate, empower and create engaging school culture conducive to meaningful learning. They are always forward thinking and embrace change. They take initiative, explore uncharted territories and think out of the rigidly structured managerial box.

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Teamwork with Transformation Leadership 

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Teamwork with Transformation Leadership 

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Edutopia is a free source of information, inspiration, and practical strategies for learning and teaching in preK-12 education. We are published by the George Lucas Educational Foundation, a nonprofit, nonpartisan organization.

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The messy role of a School Counselor as a Leader

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The messy role of a School Counselor as a Leader

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Leadership Practices for School Counselors

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Leadership Practices for School Counselors

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Quick quiz to see where your mindset is as a leader.

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Leadership Resources for School Counselors

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Leadership Resources for School Counselors

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American School Counselor Association

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School Counseling Leadership Specialist | American School Counselor Association (ASCA)

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How different personality types view or handle leadership.

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Leading others starts with leading ourselves. That means leaders must be be committed to personal development if we're going to have long-term success. But some paths to personal development are more direct than others.

My friend Ian Cron is both a priest and a therapist. He's also an expert in the Enneagram, an ancient personal-development tool that's received increased attention over the last several years.

GM, Sony, Adobe, HP, Toyota, Motorola, even the Oakland A's have used it. I've been using it for over a decade, first personally and then professionally. It's the single best tool of its kind I'm aware of.

Why?

Everyone's personality is different. For instance, some leaders are like Steve Jobs. Others are more like Bill Gates. It pays to know the differences, especially when it comes to your own leadership.

The Enneagram helps by detailing nine basic personality types-Achiever, Helper, Loyalist, Challenger, and so on-and showing us where we fall as individuals. Other assessments come close to this. I like the DiSC and Myers-Briggs. But the Enneagram beats them all.

It not only reveals your personality type; it also shows the pitfalls of your type and how to navigate around them. No more getting in your own way. The Enneagram is like a map for becoming the best version of yourself.

That's why I'm so excited about Ian's new book, The Road Back to You, coauthored with Suzanne Stabile. It's now my go-to resource on the Enneagram.

There are at least five conditions every leader must meet to be truly effective, and The Road Back to You shows us how.

1. Leaders must be self-aware. There is no way to effectively lead others without knowing what's going on inside ourselves. Self-awareness is the first step toward better decisions, strategies, and relationships.
Our drives, emotions, fears, and even our sins affect our leadership, whether we like it or not. The Enneagram goes beyond appearances and behaviors and helps us peek under the hood of our own minds and hearts.

2. Leaders must know what drives them. It's critical to know why we do what we do. For instance, of the nine types, I'm a Three on the Enneagram. A lot of executives and entrepreneurs are. That's the Achiever.

But Ian points out it's also called the Performer, and performance can dominate my life if I'm not careful. The Road Back to You goes into detail on the pitfalls for all the types. It's pretty eye-opening.

3. Leaders must be committed to growth. Once we know our type and its pitfalls, we can discover how to overcome them. This is huge. StrengthsFinder and Kolbe are really helpful tools (I use them all the time), but they only reveal our set personalities.

The Enneagram is dynamic. It shows us how we function when we feel secure, when we're stressed, when we're healthy, and when we're unhealthy. That means it comes with a built-in path to improvement. The Road Back to You gives specific advice on growth for each personality type.

4. Leaders must see the best in their teammates. We tend to think most people are like us. But they're not. The Enneagram reveals just how different we are. And that's a huge advantage for leaders.

When we see what makes the different personality types tick, we can develop empathy for our team members. We get a sense of what drives them, concerns them, helps them, and hurts them. And that means we can set them-and our organizations-up for success by working with them, not against them.

5. Leaders must be committed to their teammates' growth. Just like they're committed to their own growth, effective leaders are dedicated to helping their teammates grow as well.

The Enneagram dials in a growth path unique to each person. Imagine being able to coach your teammates with that kind of precision. Or coordinate projects. Or structure cross-functional workgroups. The HR potentials are endless.

I had Ian come and teach my entire company the Enneagram. It was a tremendous time of learning, self-discovery, and team building. There were so many lightbulbs going off over people's heads, I could have powered a city for a month with all the energy.

The Road Back to You is not a leadership book per se. But it's the best leadership book I've read in a long time. And it can help anyone learn and employ the most powerful leadership tool I've ever used.

When we see what makes different personality types tick, we can develop empathy for our teammates.Michael Hyatt

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How the Enneagram Can Help You Become a Better Leader - Michael Hyatt

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Leading others starts with leading ourselves. That means leaders must be be committed to personal development if we're going to have long-term success. But some paths to personal development are more direct than others. My friend Ian Cron is both a priest and a therapist.

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The Global Emotional Intelligence Test uses 40 questions which are derived from, the Global instrument, which contains 158 items. These are based on Goleman's four quadrant Emotional Intelligence Competency Model (2002). Click EI Capability Assessment here for more details. Short EI quizzes such as this are meant to be fun, and to give you a guide to which EI areas you are doing well in and those which perhaps you need to focus on for development.

This Test, is a forced-choice psychological test which requires you to choose Instructions for the FREE EI Test one statement in each pair of statements that describes you best. For each pair of statements, select the statement that best applies to you. Do not over-analyse the questions, or try to think of "exceptions to the rule." Be spontaneous and choose the statement that comes closest to the way you are.

Occasionally there will be questions that ask you to make a close call between two choices. This is because the Test is trying to distinguish between specific areas. If a question is very close and you can't decide which statement applies to you best, you can come back to it after you have completed the other questions.

The Test usually takes about 10 minutes to complete. At the end of the test, click on the Score Test button, and wait for the computer to generate an EI profile of your scores. If you have answered honestly and accurately, your scores will reflect your capability level within each of the EI quadrants.

We cannot guarantee the accuracy of the results of this Test - only that it can help you begin your journey of self-development!

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Emotional Intelligence Test - Global Leadership Foundation

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Free emotional intelligence test developed by Global Leadership Foundation

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Leadership TheoriesJessica RiddleWhat is Leadership?Leadership is the ability to create a vision and direct others towards that vision. It is the ability to inspire others when change is needed. (Schindler, 2013Relational LeadershipServant LeadershipWhat can I do to serve?

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Charlene Li: Efficient leadership in the digital era

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In business today, the need for innovation and rapid decision-making trumps yesterday's drive for efficiency. How does this influence what it means to be an effective leader? Charlene Li explains that it's less about control and more about empowerment: enabling employees to acquire the information they need, so they can make their own decisions.

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Angelo State University - Library Online Resources

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Unauthorized use is prohibited; Usage may be subject to security testing and monitoring; Misuse is subject to criminal prosecution; No expectation of privacy except as otherwise provided by applicable privacy laws.

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Developing a Leadership Philosophy. Includes sentence stems to start writing.

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Think about the most successful leaders in the world, past and present. If you were to compare them with inefficient leaders, the difference wouldn't necessarily come from their skills. The more important factor would be how the successful leaders would be able to provide you with a clear and defined approach to how they lead other people: their leadership philosophy.

In this guide, we'll define what leadership philosophy is and the benefits of having one. We'll explore the idea of publishing your statement and provide you the four steps required for creating a leadership philosophy to guide your leadership.

WHAT IS A LEADERSHIP PHILOSOPHY?

The combination of leadership and philosophy might sound rather odd. On the face of it, the terms don't seem to have much in common. So, what does leadership philosophy mean? To understand it, it's a good idea to first examine the two words separately, as it'll allow you to understand how they can fit together to provide you with guidance in leadership.

The definition of philosophy

When you think about philosophy, you'll probably first think about some of the greatest thinkers of our time, such as Voltaire, Plato and Descartes. Furthermore, you probably haven't thought about using philosophy in your everyday life and the concepts and ideas might sound a little bit difficult to comprehend. But as one the oldest disciplines in the world, philosophy has plenty to offer and it's part of our everyday experience whether we consciously think about it.

The word philosophy literally translates to " the love of wisdom". The Oxford Dictionary defines philosophy as, " a theory or attitude that acts as a guiding principle for behavior ". Indeed, the guiding idea of philosophy is to live a good life. It's about striving for expertise and personal as well as collective fulfillment. Philosophy could be seen as the personal foundation or belief in human nature; for working to live your life to the fullest. Through philosophy, you create a system of thought to support your journey and obtain the guiding principles to use for action or non-action.

Watch the intriguing video by the School of Life to understand why philosophy matters to all of us.

The definition of leadership

What about leadership's definition? Just like field of philosophy with its multiple thinkers and theories, leadership has a number of definitions. According to the Oxford Dictionary, the essence of leadership is " the action of leading a group of people or an organisation, or the ability to do this". But as mentioned, the definitions have evolved out of this technical view, with different people viewing the topic through a slightly different viewpoint.

At its core, leadership is about the ability to influence other people and to create a movement towards a specific objective. Having a vision to which the team moves forward to is crucial. Furthermore, the emphasis is on inspiration because leadership is not the same as bossing someone around to do what you want. A leader inspires through his or her vision and motivates by leading by example rather than telling and intimidating a desired action.

The components of a leadership philosophy

The above definitions might already help you understand the connection between leadership and philosophy. When you combine philosophy, the guiding principles, and leadership, which is the model behavior for inspiring others, you create a theory or an attitude, which provides the norms for behavior and action. The definition is brought to life with four key components, which are:

A theory - The way you define leadership and what's it about.

An attitude - Your mindset in regards of approaching leadership.

Guiding principles - The principles and values you hold dear when you are thinking about leading others.

Behavior - The behaviors you showcase in your journey to reach the desired results and outcomes.

You could view leadership philosophy as a compass - it helps define your expectations, your values and provide the roadmap for actions. With a clear leadership philosophy, you create a focused thought system surrounding your leadership, and you define the behaviors and attitudes you want to cultivate in yourself, but also in others. Leadership doesn't just provide focus for you personally, but it can allow the people around you to know what to expect from your leadership.

Examples of leadership philosophies

Just as there are differences in what philosophers think and divergence in how leadership is defined, leadership philosophies also come in a number of different flavors and styles. Since the framework is based on personal values, leaders can approach it from different angles. There are plenty of options to choose from, but we've selected three unique frameworks to provide you an idea of the divergence.

Leader believes followers should have the power to make decisions.

Leader believes in empowering followers through increased responsibilities.

The framework is effective when followers are knowledgeable.

Leader believes that everyone should have equal say within the team.

Leader values participation, consultation and consideration.

Leader emphasizes co-operation and support.

Leader believes results are best achieved in a controlled system.

Leader has clear vision, including how and when things should be done.

Leader is accountable for the decision-making.

You can use these generalized models as guidance for defining your own leadership philosophy. Nonetheless, you shouldn't try to copy a specific leadership philosophy. While learning about other philosophies can be a solid way to identify useful qualities, you need to adopt an approach that comes from your heart. Later on in the guide, we'll provide you with a systematic guide to drawing your unique leadership philosophy.

WHY SHOULD YOU HAVE A LEADERSHIP PHILOSOPHY?

Leadership philosophy has a foundational element to it. The different components included create a strong basis on which to build on and take your leadership forward. You are better-equipped to lead and to succeed in your leadership with a leadership philosophy due to three core benefits: character, consistency and collaboration.

Character

Drafting a leadership philosophy will provide clarity and focus in your character. Character matters because it influences your everyday decision-making and communication with other people. Without a proper understanding of your character and the traits you truly value, you are more likely to fall into bad habits and to let emotions control you.

By making a conscious decision with the help of a leadership philosophy, you outline the characteristics you want to strive for and which you value in other people as well. In a way, you become better at controlling your behavior and you strengthen the qualities required of a successful leader.

Consistency

The above benefit directly relates to the second advantage of creating a leadership philosophy: consistency. The most important aspect of the philosophy is setting out and defining your values and objectives.

Once you define these, you immediately create more consistency to your behavior and actions. You have guidelines, which help you make decisions and take action. You'll always use the same defining values at the heart of your decision-making. Let's assume your leadership philosophy is defined by sustainability.

Whenever you are faced with a decision, you will evaluate the options based on how they relate to the value of sustainability - Will it hinder or enhance it? This assures your actions and behaviours are consistent. You don't flip-flop from one value to another, but you stick to your principles.

Collaboration

Leadership always requires a level of collaboration. Since you need followers to voluntarily to follow you, you can't expect to achieve much without an understanding and focus on teamwork. Getting along with people will become much easier if you have a clear leadership philosophy to follow.

Among the things you need to define with your philosophy is your approach to collaboration. The framework requires careful consideration of engagement, communication and accountability. Defining these, you create more consistency and improve your chances of more meaningful collaboration.

People will know what your values are, they understand your approach to teamwork and thus they feel more comfortable because you follow these well-defined patterns of behavior. Essentially, people can trust you because they don't need to constantly be on their toes.

Overall, leadership philosophy will provide clarity to your leadership. Business strategist and author John Spence has written a good blog post on the topic and in it, he gave a powerful example of the benefits of a leadership philosophy. He used the famous quote by Walt Disney to make a point about why successful leaders need to define the framework for action.

The quote says, " When values are clear decisions are easy." Spence flipped it around stating, " When values are not clear decisions are difficult." By defining your leadership philosophy, you clarify your decision-making by enhancing your focus on the values and actions that truly matter.

PUBLISHING YOUR LEADERSHIP PHILOSOPHY

My Philosophy of Leadership is to surround myself with good people, who have ability, judgment and knowledge, but above all, a passion for service. - Sonny Perdue (American Politician)

We will outline the four steps to developing a leadership philosophy in the next section, with one of the steps involving writing down your ideas. Before providing you with the format for your written philosophy, we are going to explain why having a published leadership philosophy matters.

As you'll see in the next section a written leadership philosophy statement can be useful in getting to the heart of your true values and ideas. By having a written statement, you are sure to have a reminder of the ideals you want to be pushing towards. But it can be more beneficial to have the leadership philosophy published or at least shared with a few people because it increases your accountability.

If you are the only one aware of your leadership principles, you don't need to worry about others calling you out on doing something against your values since no one has knowledge of them. On the other hand, if you are loosing your sense of direction, a person who has seen your leadership philosophy statement can nudge you back in the right direction. The objectives you want to deliver and the values you want to keep at the heart of your leadership will be known. Even the knowledge that people have access to your statement or your closest friends or mentors know it can be enough to keep you focused on following your path.

Aside from accountability, publishing your leadership philosophy will provide another major benefit: the ability to reflect. While the philosophy must naturally be built around your actual values and objectives you want to achieve, bouncing these ideas with another person can provide an invaluable angle to your thinking. The ability to reflect on your ideas and to go them through with another person can add ideas to your thinking you hadn't thought about before. The way you see yourself will always differ slightly from the experience of others and you can learn a great deal about your characteristics by asking questions from others.

If you share your leadership philosophy, you'll be able to reflect on your ideas from a completely different perspective. The feedback can be useful in ensuring your philosophy is the best roadmap for you to move forward. Don't worry about the feedback being negative; a well-constructed leadership philosophy is sure to inspire others. Overall, the idea behind publishing or sharing your leadership philosophy is all about feedback. If you are criticized consider the words carefully and think whether there is some truth to them.

How to publish your leadership philosophy? There are different ways to go about it. You could naturally share with a few close friends or colleagues and ask their opinions. If you have a leadership mentor or a coach, then it's a good idea to talk about the statement with them. But you could go further than that and have your leadership philosophy on your personal website. This could potentially be a good idea even in terms of career progression, as future employers might get a better understanding of what your leadership looks like.

Finally, don't use publishing the statement just for feedback, ensure you have someone to keep a check on you to ensure you are following your values and objectives.

THE STEPS TO DEVELOPING A LEADERSHIP PHILOSOPHY

Hopefully, the above would have convinced you about the importance of having a leadership philosophy. We've talked about the characteristics of the framework, but how do you develop it? Here are the four steps you need to take in order to draft a proper leadership philosophy, which will guarantee you succeed as a leader.

Step 1: Define your values and priorities

The first, and perhaps the most important part of the process is defining your values and priorities. You need to look deep inside you to discover the values you want to highlight and which you think make leaders great. You need to be able to answer the following questions as part of this step:

What are the values I think are the most important in life and business?

What are my personal strengths and weaknesses when it comes to values and behaviors?

What do I feel are the priorities of a leader?

But how do you define the core values and priorities? It's easy to create a list of things you think are important, but you need to dig deeper when it comes to a leadership philosophy. First, you need to actually understand why you think a specific value has value. Second, you can't have a list of 20 values as this doesn't truly clarify your position, but instead, you must focus on just a few core priorities. Entrepreneur and author Kevin Daum has written a great post on Inc. on how to define your values. Daum suggests taking the following steps:

Identifying the following moments from your life and describing them in detail:

Three greatest accomplishments

Three greatest moments of efficiency

Three greatest failures

Three greatest moments of inefficiency

Consider the above moments and examine the possible common themes between them.

Using these common themes, identify the advice/tips you would give yourself. For example, if you find yourself avoiding conflict situations, your advice might be "Don't walk away from difficult situations."

Refine your advice into a value. For instance, the above advice could become "Confront difficulties"

Furthermore, once you have these core values and themed outlines, it's auspicious to take a moment to define them properly. Let's say you realized ' authenticity ' is a value you cherish. Define what you mean by it by writing down a few sentences. You can use the formula:
"Authenticity to me means..."
You can do this with all of your values, whether the value is ' communication', ' family', or ' competitiveness '. It is definitely worthwhile doing this all on paper because it will help you better communicate your ideas to yourself.

When you've selected your values, you need to prioritize them further. If you have around 3-7 values selected, you should consider which ones resonate the most with you or which you think are the most essential in terms of leadership. An effective way to prioritize your values is by comparing them with each other. You can do it by simply taking two values, such as ' authenticity' and ' respect ', and make the following statements with your chosen values:

Authenticity but NO respect

Respect but NO authenticity

Would you pick the first or the second sentence? The value you choose is the one you rank as more important. You can do this prioritization with all of your values by comparing them against each other. You should eventually have a value on top that beat all the others in comparison.

Step 2: Define the desirable outcomes you want to achieve

As well as defining your values, you also need to examine the outcomes you wish to achieve as a leader. In order to do this, you need to study the outcomes you want to achieve in the light of your chosen values. First, you should identify the goals for your leadership and the possible operational goals your organization is looking to achieve.

What are the actions you want to or should achieve as a leader? An auspicious way to set goals is by using the SMART method, described in the image below:

Furthermore, once you've identified the objectives, you need to outline and write down the actions required to achieve these goals. The actions can range from finding tools to motivate your team to enhance innovation.

When you have the goals defined, you must reflect on the ways your values relate to and impact these objectives. You can do this by answering the following questions:

How do my values support the key goals of leadership? Remember leadership was about influencing others to follow your vision. You need to pick each value and examine how it would help inspire others and move you closer to your vision. If you value 'honesty', then you want to consider how it is demonstrated in influential leadership.

How do my values support the operational goals? You should consider the same in terms of the specific organizational objectives you've identified.

How can my values strengthen the actions required to achieve the objectives? Look at each action and consider the different ways your values would have a positive impact on it. 'Honesty' could be seen as a way to strengthen trust, which in turn would boost motivation, for example.

How do my values show in the way I communicate with my teams? Think about the above and the positive or negative impact your values, actions and objectives will have on the team. You want to identify the routes that uphold your values, but create a meaningful partnership with your followers.

What are the behaviors and actions I expect from my followers? Your followers don't necessarily have to subscribe to the exact same values as you do or prioritize the values the same way. Nonetheless, you need to consider the behaviors and actions, which are in conflict with the objectives you want to achieve as a leader and as an organization, and the behaviors, which are not sustainable in terms of your own values.

The above helps you to clarify what your leadership philosophy should look like in action. It makes the values turn into concrete examples in terms of behaviors and actions.

Step 3: Write down your leadership philosophy

With the above steps concluded, you can start putting your leadership philosophy on paper. We briefly mentioned the importance of having a written statement in the previous section. Writing down your philosophy helps clarify your ideas and makes it all just a bit more concrete. It can improve your focus and help you keep yourself more accountable, since you can always go back and read what you've created.

To help you write down your leadership format, we propose using the format below, although you can always just write a document in your own style. The format is based on the four core elements of leadership philosophy: theory, attitude, principles and behavior.

Write the specific elements of leadership you believe are at the heart of being a good leader; the values you prioritize. An example sentence could be: I believe in confronting issues head-on is the key to better communication.
Attitude: My thoughts will ___________ and my words will ______________. Principles: I will lead by/with ____________. Behavior: I expect to ___________ and ____________ in situations.
These sentences refer to the attitudes you want to foster in the workplace; the example you want to set with your own attitude. The aim is to focus on the attitude you think will boost your success as a leader and help to achieve the objectives you've set out. You might say, " My thoughts will focus on finding solutions and my words will be based on honesty and integrity. "

The focus is on writing down the guiding principles you will use as part of your leadership. These are the top priorities to you as a leader; the principles you won't negotiate on and which you'll consider each time you make decisions. You'll most likely end up writing a few of these and an example sentence might be: I will lead by understanding and embracing change and how situations and people can change over time.

Finally, you need to write down how you will behave and react in the workplace, no matter what the situation is. The behaviors should reflect your leadership philosophy and highlight the core ideas in action. The identification of your past successes and failures during Step 1 will help with the last point. You could state, "I expect to consider the different options and listen to feedback in challenging situations."

When it comes to drafting the document, there are a few things to keep in mind. First, keep it concise; you don't want the document to be more than one page. You should be able to state the essence of your leadership philosophy in a few sentences. The other crucial point is to aim for clarity and this is why you also want someone else to have a look at your philosophy.

You need to define the philosophy in a manner that will help others to understand it without the need to ask multiple questions. Even if you decide not to publish it, you want at least one person to view it. Aiming for clarity will guarantee you truly understand what you are looking for with your philosophy and this will guarantee you are focused on your intentions.

Step 4: Evaluate your leadership philosophy

Finally, it's not enough to write your leadership philosophy and continue with your daily activities; you need to actively evaluate how well you are holding on to your ideals. You must regularly reflect on how well your actions and behaviors follow your statements. Essentially, you need to hold yourself accountable.

Take time to review your leadership philosophy and go back to your previous actions. Are you practicing what you preach? What are the things you excel in and which behaviors and actions do you struggle to follow? You could look at these questions each week or every month. Write a list of the major actions you took that week; for example, consider the three successes for the weak and the three possible failures for the week.

Reflect on which principles you held on to and which actions or behaviors went against what you believe in. As you identify the actions and behaviors where you didn't follow your leadership philosophy, consider what were the reasons leading to this situation. Why didn't you remember your philosophy at that moment or why did you reject it? This will help you understand what are the areas where you need to work harder on or even identify the values and priorities that might be unattainable for you.

Furthermore, you should occasionally have a chat with people who know you or who work with you. Finding out what they think your guiding principles are can reveal a great deal to you about how they view you and whether your philosophy shows in action. If your followers identify values that are counter to everything you've written in your statement, then you are properly doing something wrong as a leader. On the other hand, if people relate values to you, which are at the heart of your philosophy, you get confirmation you are on the right path and achieving success as a leader.

As eluded to earlier, evaluating your leadership philosophy will help you realize whether your philosophy is working or not. If it's not, you need to carefully think about the reasons behind the failure. It might be that you are simply failing in staying true and you need more time to instill these values deeper into your actions. Just continue to be more mindful of your philosophy and think more about the ways you can stick to your principles. But your failures might not be due to lack of motivation.

It could well be the actions and behaviors you chose are not truly you and do not fit into your leadership strategy. Therefore, you might have to re-evaluate each value and principle, adding in new ones and removing the ones that don't reflect your philosophy. Successful leadership is a fluid strategy and the philosophy shouldn't be too rigid either. As you gain more experience, both in business and in life, you will develop and grow as a person. This personal development might well change the way you approach leadership and therefore, you should be willing to make small changes to your philosophy if you feel like it.

The video clip below on self-reflection is a valuable watch because it highlights the importance of being more aware of the impact of your decisions. It's an important lesson to keep in mind when evaluating your leadership philosophy.

FINAL THOUGHTS

Leadership philosophy is a crucial element, as it acts as the foundation for your leadership. It helps you determine the guiding principles, behaviours and actions you want to put at the heart of your leadership. By carefully considering your values, priorities and objectives, you can create a framework for effective and focused leadership.

Having a leadership philosophy creates clarity to your decision-making and your actions, which help you to inspire and to motivate the followers to support your vision. You will be a leader with a clear mission and way of operating, which makes it easier for people to respect and trust you because they will always know where you are coming from.

When it comes to drafting a leadership philosophy the key is to spend time analyzing yourself and writing down the things you believe in and value. Creating a document will ensure you are not only accountable, but can easily remind yourself to focus on the essentials. It ensures you aren't just thinking about specific actions and behaviors, but to actually implement these in your leadership.

Leadership philosophy is often based on intuition, but also a careful examination of what your strengths and weaknesses are. It's about finding the voice that truly speaks for you rather than pretending to subscribe to things you don't believe in or can't achieve.

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How to Develop a Leadership Philosophy that Inspires | Cleverism

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Think about the most successful leaders in the world, past and present. If you were to compare them with inefficient leaders, the difference wouldn't necessarily come from their skills. The more important factor would be how the successful leaders would be able to provide you with a clear and defined approach to how they lead other people: their leadership philosophy.