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TEA Responsibilities of School Counselors

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TEA Responsibilities of School Counselors

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School counselors are uniquely equipped to bridge the gaps between administration, teachers, parents, and students. As the demands placed on everyone in a school community increase, it's vital that we view and include school counselors as part of our leadership teams. Let's make sure we recognize all they do and put their strengths to work for our students! Here are 11 ways school counselors serve as leaders in your building.

1. School counselors recognize and showcase diversity.

In many buildings, school counselors are considered the "heart" of the school. They help create an inclusive environment that is respectful, welcoming, kind, and open to all.

2. School counselors develop community partnerships.

Counseling staff work collaboratively with universities, community colleges, technical schools, local unions, military reps, and apprentice programs to provide a variety of opportunities for students. They are especially vital in ensuring underserved and first-generation students have access to and the tools to reach all possible post-high school options.

3. School counselors help during difficult situations.

Strengths such as listening, reflecting, and high emotional intelligence make school counselors valuable allies when trying to get buy-in from staff or the greater community on difficult issues. Counselors foster a culture of change via strong lines of communication and valuing input from all parties involved.

4. School counselors maintain strong home-school connections.

Counselors tend to be the liaison for parents when it comes to communicating with the school. This leadership role is especially important when assisting families who are not familiar with the school setting or have issues trusting staff.

5. School counselors maximize educational success.

School counselors can help to maximize the educational attainment of all students by providing students with mental health services (school or community-based) and developmental guidance that takes a proactive approach in helping students set and reach academic goals.

6. School counselors lead staff trainings.

Administrators who use their counseling staff (rather than outside contractors) to lead building-wide trainings can save a lot of money and gain quicker buy-in from staff. School counselors are experts on topics such as student engagement, positive discipline, suicide/self-harm, students-as-leaders, peer mentoring programs, and academic/social interventions for low-performing students.

7. School counselors protect and advocate for disadvantaged students.

Counselors identify and amend policies and practices that negatively impact disadvantaged students and advocate for equitable services for all students.

8. School counselors use expertise to bring data to life.

Like administrators, counselors are trained in data collection and analysis. They are skilled at using this information to drive decisions about placement, intervention, and overall student health and wellbeing.

9. School counselors mediate difficult situations between parents/students and staff.

Counselors are consistently looking for ways to support the relationship between school staff and parents. Acting as a mediator when one or both parties are upset about a situation is a critical way in which school counselors serve as leaders.

10. School counselors organize and lead crisis response.

Counselors are on the front lines after a tragedy has happened in a school or community. Staff, students, parents, and community members look to the counselors for guidance and support immediately following an event. Because of their training in emotional/mental, the counseling staff is critical in advocating for and teaching self-care to staff, parents, and students during a crisis.

11. School counselors empower and inspire.

School counselors inherently believe in people and work tirelessly to communicate that. By being visible and accessible at all times, their calming, caring, and encouraging presence helps support and empower staff in the building.

School counselors serve as leaders in many ways and we need to value their perspectives and strengths. They are vital to building positive learning environments in which students thrive.
Join our Facebook group Principal Life for more conversation about and insights into the challenges of school leadership.

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11 Ways Your School Counselors Serve as Leaders - WeAreTeachers

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School counselors are uniquely equipped to bridge the gaps between administration, teachers, parents, and students. As the demands placed on everyone in a school community increase, it's vital that we view and include school counselors as part of our leadership teams. Let's make sure we recognize all they do and put their strengths to work for our students!

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How to Develop a Compelling Leadership Philosophy

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Your leadership philosophy is how you view yourself in the role of a leader. Here, we share how to develop your own leadership philosophy.

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Great leaders use a variety of tools to maximize their impact as leaders. Developing a leadership philosophy can be a helpful practice for establishing a leadership framework. Leadership philosophies often vary depending on the leader's goals and overall approach to leadership.

In this article, we explain what a leadership philosophy is, clarify why they are important, provide a list of examples and share tips for writing your own.

Related: 10 Common Leadership Styles

What is a leadership philosophy?

A leadership philosophy is a structured approach to leading others. Leaders often write philosophies as a guiding statement for reference while leading a team. Generally, leadership philosophies include the following components:

The structure of a leadership philosophy can vary greatly depending on the goals and needs of the leader. Some statements are as short as a sentence while others are a page or more in length. As they are highly personalized documents, any length or structure is fine for a leadership philosophy.

Related: 15 Leadership Qualities That Make a Great Leader

Why review leadership philosophy examples?

Leaders can benefit from reviewing leadership philosophy examples to see what elements they would like to include in their own philosophy and which elements they can do without. Additionally, reviewing examples of leaders in their industry or leaders who inspire them can help leaders adjust their philosophies to better emulate those they admire.

Related: 15 Questions to Ask Other Leaders for Career Growth

List of leadership philosophy examples

Leadership philosophies hinge on the type of leadership the writer uses. Democratic leadership, for example, yields a different framework and philosophy for the practitioner than autocratic leadership. Use these leadership philosophy examples, organized by leadership type, to help define your own leadership philosophy:

Democratic leadership philosophy

Autocratic leadership philosophy

Laissez-faire leadership philosophy

Strategic leadership philosophy

Transformational leadership philosophy

Transactional leadership philosophy

Democratic leadership philosophy

Democratic leadership depends on the whole team to make decisions. While the leader may depart from the team's input occasionally, they almost always ask for and consider the thoughts and opinions of everyone involved.

Here is an example of a democratic leadership philosophy:
I believe everyone should participate in the process. I intend to share responsibility with my team. I will respect my team, listen to their ideas and inspire them when needed. I will behave with empathy, thoughtfulness and kindness.
Autocratic leadership philosophy

Autocratic leadership situates all the decision and implementation power on the leader. The team is there to execute the leader's practices and processes, and the leader does not consult them during the decision-making process.

Here is an example of an autocratic leadership philosophy:
I believe I am best suited to make decisions and lead the team. I intend to inspire and lead through action. I will provide my team with instruction and action to meet the needs of the company. I will behave with decisiveness, authority and power.
Laissez-faire leadership philosophy

Laissez-faire leadership gives equal power to the team and the leader. In fact, the leader will often give little guidance to their team and will instead allow them to work how and when the team feels they need to. Instead, the leader focuses on high-level matters rather than managing the day-to-day operations of their team.

Here is an example of a laissez-faire leadership philosophy:
I believe my team knows what's best. I intend to trust them to make excellent decisions and meet their own needs. I will give guidance if it's asked for, but otherwise, I will focus my attention on high-level projects. I will behave with honesty and trust.
Strategic leadership philosophy

Strategic leadership divides the leader's focus between high-level operations and team oversight. Strategic leaders maintain individual responsibility for executive operations, but they still offer guidance and structure for their team.

Here is an example of a strategic leadership philosophy:
I believe everyone on the team has a specific duty. I intend to maximize the work product of everyone on the team. I will provide guidance while also managing high-level company needs. I will behave with integrity, honesty and decisiveness.
Transformational leadership philosophy

Transformational leadership focuses on constantly evolving and establishing new benchmarks and goals. Leaders devote their time to establishing goals and pathways to success for their team. The transformational leader spends their time developing new practices and processes to improve the overall work product.

Here is an example of a transformational leadership philosophy:
I believe constant change is the only pathway forward. I intend to motivate my team through goal-setting and overcoming challenges. I will provide guidance and inspiration to improve the team's performance constantly. I will behave with charisma, drive and passion.
Transactional leadership philosophy

Transactional leadership depends on a series of incentives to motivate employees to reach goals. Leaders establish pre-determined prizes or rewards if their team meets a goal and then gives them the space to complete the project.

Here is an example of a transactional leadership philosophy:
I believe my team will respond to incentives. I intend to motivate my team with a set reward and then let them work on their own. I will offer guidance if the team needs it, but I trust them to complete the work as they see fit. I will behave with trust and honesty.
Related: 10 Ways to Build Effective Leadership Behaviors

Tips for writing a leadership philosophy

Use these tips to help craft your own personal leadership philosophy:

Make it actionable. Make sure your philosophy will help guide your daily actions and decision-making. Keep the language clear and actionable.

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Leadership Philosophy Examples to Help You Write Your Own

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Great leaders use a variety of tools to maximize their impact as leaders. Developing a leadership philosophy can be a helpful practice for establishing a leadership framework. Leadership philosophies often vary depending on the leader's goals and overall approach to leadership.

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Leading with Love - Relational Leadership

It's easy to become the type of leader who distrusts other people. This is particularly true in business. Regardless of your industry, achieving the status of a leader and helping your company grow requires embracing your competitive nature to some degree.

Unfortunately, some leaders become so competitive that they start to feel they can't trust others. They become suspicious of everyone else's motives. They may even consider their own employees to be potential threats. Thus, they may lead ineffectively, behaving too defensively to make the right decisions in all situations.

Other leaders adopt a different approach. They make the decision to "love" everyone they encounter on a regular basis. This love is not the type of love they would feel for a romantic partner, but it is similar to the love one feels for relatives and close family members.

Consider this example of leadership philosophy as you develop your own ideas about how to be an effective leader. Treating your team members (and even your direct competition) with care and respect can be very helpful in a number of ways - and is more of a relational leadership style. For instance, perhaps an employee who was once enthusiastic about their role has become clearly disengaged in recent months. A leader whose philosophy is rooted in defensiveness and competitiveness might assume this employee has turned against them for some reason. As a result, the relationship will suffer, and the worker may seek employment elsewhere.

On the other hand, someone who leads with love in a more relational leadership style would take the time to ask themselves what factors may have contributed to this employee's lack of engagement. They can then more effectively determine what steps they must take to correct the issue. This yields very practical benefits. Engaged employees are more productive, and more likely to remain loyal to an organization.

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5 Most Valuable Leadership Philosophy Examples To Understand

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It's easy to become the type of leader who distrusts other people. This is particularly true in business. Regardless of your industry, achieving the status of a leader and helping your company grow requires embracing your competitive nature to some degree. Unfortunately, some leaders become so competitive that they start to feel they can't trust others.

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The indispensable leadership companion-updated and more relevant than ever! Part leadership manual, part short novel, this unique best-seller uses dialogues between a novice and a master teacher and between a new and a seasoned principal to illuminate how the simple act of viewing a problem through different lenses-political, human resources, structural, or symbolic-can reveal better options and solutions. Featuring reflective questions and solid strategies for meeting real-life challenges, the third edition also includes:  * New views on building morale in the age of #MeToo  * Revamped discussion of mandates, standards and rubrics  * Celebration of educators as skilled professionals  * Expanded conversations about hope, faith, and parental involvement  * Sometimes all it takes to solve a problem is reframe it with wise advice from a trusted mentor. In this one-of-a-kind leadership resource, you�ll find both.

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Reframing the Path to School Leadership: A Guide for Teachers and Principals

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The indispensable leadership companion-updated and more relevant than ever! Part leadership manual, part short novel, this unique best-seller uses dialogues between a novice and a master teacher and between a new and a seasoned principal to illuminate how the simple act of viewing a problem through different lenses-political, human resources, structural, or symbolic-can reveal better options and solutions.

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Product Description

Edited by Don Frick and Larry C. Spears, with a Foreword by Peter F. Drucker, this collection of essays is organized around the general themes of power, management, organizations, and ethics. This book starts off with an unpublished book manuscript which Greenleaf had titled The Ethic of Strength. Part Two, "Essays on Power, Management, and Organizations," explores the quandary of how to exercise power without violating the rights of others. Part Three, "Leadership and the Individual," was Greenleaf's last major essay before writing "The Servant as Leader." Part Four concludes the book with "In Person with Robert K. Greenleaf" - a treat for all who wish they could sit down and chat with this remarkable man. Dr. Joseph DiStefano had the privilege of doing just that in December, 1986. On Becoming a Servant-Leader includes a Foreword by Peter F. Drucker.

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On Becoming a Servant Leader - Greenleaf Center for Servant Leadership

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Edited by Don Frick and Larry C. Spears, with a Foreword by Peter F. Drucker, this collection of essays is organized around the general themes of power, management, organizations, and ethics. This book starts off with an unpublished book manuscript which Greenleaf had titledThe Ethic of Strength.

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The Wizard and the Warrior: Leading with Passion and Power

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The Wizard and the Warrior gives leaders the insight and courage they need to take risks on behalf of values they cherish and the people they guide. Great leaders must act both as wizard, calling on imagination, creativity, meaning, and magic, and as warrior, mobilizing strength, courage, and willingness to fight as necessary to fulfill their mission.

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How Remarkable Women Lead presents unique ideas about successful leadership. Based on 5 years of proprietary research, this book raises provocative issues such as whether feminine leadership traits (for women and men) are better suited for our fast-changing, hyper-competitive and increasingly complex world.

Through personal stories, the authors, McKinsey consultants Joanna Barsh and Susie Cranston, establish the links between joy, happiness, and distinctive performance with the groundbreaking model of Centered Leadership. The book's personal stories and related insights show how success leads from combining the five elements of Centered Leadership: meaning, framing, connecting, engaging, and energizing.

They include:

How Alondra de la Parra built on her strengths and passions to infuse her life with meaning and make her way in the male-dominated world of orchestra conducting.

How Andrea Jung, the CEO of Avon, avoided a downward spiral when the company turned down by "firing herself" on Friday, re-emerging on Monday as the "new" turnaround CEO.

How Ruth Porat's sponsors at Morgan Stanley not only helped her grow but were also her ballast for coping with difficult personal and professional times.

How Eileen Naughton recovered after losing her dream job, landing on her feet at Google and open to new leadership opportunity.

How Julie Coates of Woolworth's Australia turns energy into a key to her professional success with reserves for her "second shift" as wife and mother.

How Remarkable Women Lead is at once moving and practical. Through lessons and insights based on the stories of successful leaders, this book provides a practical plan for breaking through at both work and in life.

Join How Remarkable Women Lead on Facebook.

About the authors

Joanna Barsh

Joanna Barsh joined McKinsey in 1981 and is a senior partner. Along with her consulting work, she leads the McKinsey Centered Leadership Project, whose goal is to help develop women leaders. Joanna is a New York City Commissioner of Women's Issues and received the Girl Scouts Council Woman of Distinction Award and the National Council of Research on Women Award. Joanna is also a trustee of Sesame Workshop. She was a Baker Scholar at Harvard Business School.

Susie Cranston

Susie Cranston is an organization consultant at McKinsey's San Francisco office. As part of the McKinsey Centered Leadership Project, Susie led a team that completed the research for the Centered Leadership model. She received a B.A. and M.B.A. from Stanford University.

Reviews

"We are always looking for new perspectives on growing great women leaders. How Remarkable Women Lead is a great read, with real insights and actionable ideas! The inspiring stories give an intimate look at how remarkable women really get things done, providing a development model valuable to both women and men. This refreshing and action-oriented book stands out!"
- Susan P. Peters, vice president, executive development & chief learning officer, General Electric

"Anyone who believes that management innovation is an imperative will find fistfuls of insights in How Remarkable Women Lead. Here are the stories of amazing women leaders in the context of an imaginative and pragmatic framework that rests on a rich fact base. It puts to rest stereotypes we have about who leaders are and how to lead. This work contributes to a much-needed conversation, putting forth a persuasive view on new capabilities for the 21st century leader, such as engaging the whole organization through meaning, energy and joy. The seeds for our future are in here. The new CEO is a woman or a man who is not afraid to drop his John Wayne costume."
- Gary Hamel, author of The Future of Management and Leading the Revolution

" How Remarkable Women Lead is a book that will truly resonate with all women. It is personal, powerful and revealing and thereby true to how we women live and lead. The story-telling makes this unlike any business book I know; these are people who have faced every challenge imaginable and still made their mark. So truthful, so revealing, it's a book at once inspirational and practical - a unique duality."
- Elizabeth Smith, president, Avon Products, Inc

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How Remarkable Women Lead | People & Organizational Performance

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How Remarkable Women Lead presents unique ideas about successful leadership. Based on 5 years of proprietary research, this book raises provocative issues such as whether feminine leadership traits (for women and men) are better suited for our fast-changing, hyper-competitive and increasingly complex world.

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Users without a subscription are not able to see the full content.

Douglas A. Hicks

Abstract

Perhaps no other nation is as religiously diverse as the United States. For elected officials, school principals, and corporate leaders, this diversity poses challenges. How should leaders deal with menorahs and crosses, veils and turbans, prayers and holidays? How can they honor the religious convictions of all Americans? Although the devout possess moral and spiritual resources that can enrich civic life, leaders must also be prepared to cope with the inevitable conflicts that come with pluralism. This book considers six visions of American leadership for navigating the post-9/11 religious l ... More

Keywords: citizenship, convivencia, crossroads, leadership, pluralism, religion and civil society, religion and politics, religious diversity

Bibliographic Information

Print publication date: 2009

Print ISBN-13: 9780195337174

Published to Oxford Scholarship Online: January 2009

DOI:10.1093/acprof:oso/9780195337174.001.0001

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Perhaps no other nation is as religiously diverse as the United States. For elected officials, school principals, and corporate leaders, this diversity poses challenges. How should leaders deal with menorahs and crosses, veils and turbans, prayers and holidays? How can they honor the religious convictions of all Americans?

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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!

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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!

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What is authentic leadership?

It continues to surprise me how many leaders attempt to be one way at work, while their "true" personality emerges outside of work. Once a CEO reminded me, "Leadership is acting." And it surprises me when these same leaders seem shocked or confused when their employees don't trust them, don't like them, and can't really wait to work elsewhere.

Authenticity has been explored throughout history, from Greek philosophers to the work of Shakespeare ("To thy own self be true." -Polonius, Hamlet). Authentic leadership has been explored sporadically as part of modern management science, but found its highest levels of acceptance since Bill George's 2003 book, Authentic Leadership.

But what is authentic leadership?

While different theorists have different slants on the concept, most agree that:

1. Authentic leaders are self-aware and genuine. Authentic leaders are self-actualized individuals who are aware of their strengths, their limitations, and their emotions. They also show their real selves to their followers. They do not act one way in private and another in public; they don't hide their mistakes or weaknesses out of fear of looking weak. They also realize that being self-actualized is an endless journey, never complete.

2. Authentic leaders are mission driven and focused on results. They are able to put the mission and the goals of the organization ahead of their own self-interest. They do the job in pursuit of results, not for their own power, money or ego.

3. Authentic leaders lead with their heart, not just their minds. They are not afraid to show their emotions, their vulnerability and to connect with their employees. This does not mean authentic leaders are "soft." In fact communicating in a direct manner is critical to successful outcomes, but it's done with empathy; directness without empathy is cruel.

4. Authentic leaders focus on the long-term. A key tenet in Bill George's model is the company leaders are focused on long-term shareholder value, not in just beating quarterly estimates. Just as George did as CEO of , and as Bezos has done for years at Amazon, leaders realize that to nurture individuals and to nurture a company requires hard work and patience, but the approach pays large dividends over time.

__________

What are your motivation triggers? Take the "Your Engagement Profile Quiz" to find out.

Check out Kevin Kruse's new book, Employee Engagement 2.0, and discover how to turn apathetic groups into emotionally committed teams.

Kevin Kruse is a NY Times bestselling author and serial entrepreneur. For insider tips and exclusive content, join his newsletter at kevinkruse.com.

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What is authentic leadership? It continues to surprise me how many leaders attempt to be one way at work, while their "true" personality emerges outside of work. Once a CEO reminded me, "Leadership is acting." And it surprises me when these same leaders seem shocked or confused when their employees don't [...]

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Knowing which leadership style is most effective for your team can make a big difference in employee morale and development. Relational leadership emphasizes building relationships in the workplace and using those relationships to work toward a common goal. Understanding more about relational leadership can help you decide if it may help you in your management or team leadership. In this article, we explore what relational leadership is, its five principles, the benefits of implementing relational leadership and five helpful tips for implementing it.

Related: The Concept of Leadership Explained: Cultivating Effective Leadership

What is relational leadership?

Relational leadership is a model of leadership that suggests the effectiveness of a leader and relates their ability to develop positive relationships within an organization. It also relates to the process of people working together to achieve the greater good or accomplish a positive change in the workplace. Relational leaders use empathy skills to empower their teams to build strength in their current skills and develop new skills. The goal for a relational leader is to instill professional growth in their employees through positive social development and growth to achieve a common goal.

Related: 10 Common Leadership Styles (Plus How To Find Your Own)

Principles of relational leadership

There are five components of relational leadership:

Ethics are the moral values that drive a leader to make a decision or to generate an outcome. Relational leaders typically have deep moral values and ethical approaches to decision-making procedures. Relational leadership styles use ethics to shape leadership behaviors to ensure the leader exemplifies behaviors that can motivate their team members, allow team members to feel included and assist them with feeling trust amongst each other. A relational leader often leads by example and sets the baseline for how their coworkers behave in order to effectively reach their goal.

Being purposeful means having a commitment to each individual goal while also discovering commonalities with other team members. A relational leader may identify the common goals, organize the objectives and help anticipate the outcome of these goals. An effective relational leader involves all team members in the process of visualizing an outcome, helping them feel a sense of importance, purpose and inclusivity.

Inclusivity

A relational leader promotes inclusivity, especially where team member's ideas and opinions are concerned. A relational leadership style uses all employee perspectives to identify what changes to make and considers all questions and concerns employees may have before implementing a change or decision. An inclusive leader creates an environment where all team members can affect a business positively. The relational leader is the liaison that helps those team members make a difference.

Process orientation

Process orientation refers to how a group communicates and functions as a team. An effective relational leader expresses that the process of achieving a goal is just as valuable as the outcome of achieving a goal. A relational leadership style ensures all team members understand their roles, have a clear sense of purpose and know what tasks to complete in order to meet their goals.

Empowerment

In order to be a successful relational leader, empower your employees to make their own decisions and openly communicate ideas and opinions. Involve your employees in group decisions and allow them to feel empowered in the decision-making process. Giving employees this level of empowerment helps give them a sense that they're contributing to the greater good, which may increase their motivation and productivity in the workplace.

Related: 9 Benefits of Empowering Employees

Benefits of relational leadership

Here are some benefits of using relational leadership in your workplace:

Strengthens team morale: Choosing to empower your employees helps them feel valued and essential to projects and company goals. Team members become loyal leaders with a vested company interest to whom you can effectively delegate tasks.

Develops teamwork: In a relational leadership model, your employees play cooperative roles to attain a successful workplace goal. You can establish open feedback and communication to understand if employees are in roles suitable for their skills.

Increases change: Using relational leadership can accelerate change because it establishes a foundation for your employees to work toward a common goal. By achieving smaller common goals through teamwork, the group can visualize larger common goals.

Tips for implementing relational leadership

Here are five helpful tips to keep in mind while using a relational leadership style:

Get to know your employees

Establish individual time frames to meet with each of your employees and understand their personal goals and career goals. Ask them about themselves and how they're currently feeling in the workplace and outside of the workplace. Showing that you care about your employees, not just their work, can establish a personal relationship which may help motivate an employee to complete work efficiently and effectively.

Think of yourself as a person with influence

Building confidence is key while becoming an effective relational leader. Leaders with confidence may also have influence over their peers. Influential leaders easily guide their coworkers through steps to success, and coworkers may feel more trusting of their leader because of this confidence.

Find meaning in your relationships

Identifying meaning in your relationships may help you become empathetic to your peers. If you understand the value of the relationship you're cultivating, you can also use that knowledge to develop the skills of your peers. Using empathy can build a deep connection between coworkers, which may motivate them to deliver exceptional results while working toward a goal.

Be authentic and truthful

One of the best ways to promote trust in the workplace is by having an authentic and truthful approach to working with employees. Share company goals and values with the entire team, be open with your motives to reach those goals and allow your team to share their insights. Being authentic can help you follow through with your commitments to the team by allowing the team to trust that you have the company's and their best interest in mind.

Related: How To Improve Employee Relations

Show appreciation for your team

As a relational leader, it's important to recognize how your employees have contributed to the team. This may boost employee morale, which may lead to higher productivity levels, profits and common goal achievements. Some ways you can express appreciation include:

Hosting a catered luncheon

Designing employee of the month awards

Creating incentives for completing tasks, such as a pay raise or bonus

Offering an extra day of paid time off

Praising workplace performance

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What Is Relational Leadership? (Definition and Tips)

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Knowing which leadership style is most effective for your team can make a big difference in employee morale and development. Relational leadership emphasizes building relationships in the workplace and using those relationships to work toward a common goal. Understanding more about relational leadership can help you decide if it may help you in your management or team leadership.

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Transactional leadership, also known as managerial leadership, focuses on the role of supervision, organization, and group performance. Leaders who implement this style focus on specific tasks and use rewards and punishments to motivate followers.﻿﻿

This theory of leadership was first described in by sociologist Max Weber and further explored by Bernard M. Bass in the early 1980s. Take a closer look at how the transactional style works as well as some of the potential benefits and downsides of this style.

Basic Assumptions of Transactional Leadership

People perform their best when the chain of command is definite and clear.

Rewards and punishments motivate workers.

Obeying the instructions and commands of the leader is the primary goal of the followers.

Subordinates need to be carefully monitored to ensure that expectations are met.﻿﻿

This theory takes a behavioral approach to leadership by basing it on a system of rewards and punishments.

Athletic teams also rely heavily on transactional leadership. Players are expected to conform to the team's rules and expectations and are rewarded or punished based on their performance. Winning a game might mean accolades and bonuses while losing might lead to rejection and verbal castigation. Players often become highly motivated to do well, even if it means suffering pain and injury.

Unlike transformational leaders who tend to be forward-looking, transactional leaders are interested in merely maintaining the status quo.﻿﻿ Transformational leaders try to sell their ideas and vision to followers. Transactional leaders, on the other hand, tell group members what to do and when to do it.

How Transactional Leadership Works

In transactional leadership, rewards and punishments are contingent upon the performance of the followers. The leader views the relationship between managers and subordinates as an exchange - you give me something for something in return. When subordinates perform well, they receive a reward. When they perform poorly, they will be punished in some way. Rules, procedures, and standards are essential in transactional leadership.

They do not, however, act as catalysts for growth and change within an organization. Instead, they are focused on maintaining this as they are and enforcing current rules and expectations.

These leaders do tend to be good at setting expectations and standards that maximize the efficiency and productivity of an organization.﻿﻿ They tend to give constructive feedback regarding follower performance that allows group members to improve their output to obtain better feedback and reinforcement.

When Is Transactional Leadership the Most Effective?

Followers are not encouraged to be creative or to find new solutions to problems. Research has found that transactional leadership tends to be most effective in situations where problems are simple and clearly defined.﻿﻿

It can also work well in crisis situations where the focus needs to be on accomplishing certain tasks. By assigning clearly defined duties to particular individuals, leaders can ensure that those things get done.

Transactional leaders focus on the maintenance of the structure of the group.﻿﻿ They are tasked with letting group members know exactly what is expected, articulating the rewards of performing tasks well, explaining the consequences of failure, and offering feedback designed to keep workers on task.

While transactional leadership can be useful in some situations, it is considered insufficient in many cases and may prevent both leaders and followers from achieving their full potential.

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How a Transactional Leadership Style Works

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Transactional leadership, also known as managerial leadership, focuses on the role of supervision, organization, and group performance. Leaders who implement this style focus on specific tasks and use rewards and punishments to motivate followers.﻿﻿ This theory of leadership was first described in by sociologist Max Weber and further explored by Bernard M.

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Every leadership style has a different area of focus. For instance, some types of leadership - such as democratic leadership - focus on the development of people. Others, such as bureaucratic leadership, focus on existing processes and hierarchies. Today, we're going to focus on a leadership style that puts the spotlight on the leaders themselves: charismatic leadership.

What is charismatic leadership?

The definition

Charismatic leadership is defined by a leader who uses his or her communication skills, persuasiveness, and charm to influence others. Charismatic leaders, given their ability to connect with people on a deep level, are especially valuable within organizations that are facing a crisis or are struggling to move forward.

The characteristics

Every charismatic leader looks a little bit different. However, there are many key characteristics that most charismatic leaders share:

You may notice that charismatic leadership shares many traits with transformational leadership . While similar, there's one important difference: charismatic leaders rely on their own personality and skillset to move their followers to action, while transformational leaders rely on a shared vision to create change. So while most transformational leaders tend to be charismatic, not all charismatic leaders are necessarily transformational.

What are the pros and cons of charismatic leadership?

Charismatic leaders can have a powerful, positive influence on an organization and the people they lead. But if approached the wrong way, this leadership style can easily lead to unintended consequences. To help you better understand what these potential strengths and weaknesses can look like, we outlined the pros and cons of this leadership style below:

Pros

Highly inspirational and motivating

Encourages a sense of camaraderie, collaboration, and union

Makes followers feel heard and understood

Creates movement toward positive change

Cons

Can become more focused on themselves than their people

Has the potential to become self serving

Frequently viewed as shallow or disingenuous

How to apply charismatic leadership

As we mentioned before, one of the potential pitfalls of charismatic leadership is its tendency to focus too much on the leader instead of the people. To prevent this from happening, and to maximize the potential of this leadership style, we recommend taking the following steps:

Practice vulnerability

A common negative association with charismatic leaders is that they're not authentic. To combat this, we recommend practicing vulnerability. It's easy to get caught up in the idea that you always need to be perfect or demonstrate strength as a leader. But the truth is that vulnerability lies at the root of human connection . When you're brave enough to show your authentic self, your employees will be more trusting of you and find you more relatable.

So if your organization is facing challenges, don't try to sweep it under the rug and pretend like everything is okay. Instead, have the courage to share your fears, doubts, and insecurities with employees - who are likely already aware of the issues and may be experiencing anxiety themselves. Being vulnerable in situations like this will make it more likely that a company moves forward together as a team.

Develop your listening skills

Imagine that you had a deep, thoughtful conversation with someone at your company. During this interaction, you shared personal details with the other person and felt more bonded to them as a result. But the next time you run into them, they don't seem to remember anything you talked about! This is a surefire way to make someone feel terrible and overlooked.

As a charismatic leader who engages in many conversations on a daily basis, it may be tempting to tune out what the other person is saying or operate on autopilot. As you can see in the example we shared, this can have detrimental effects. So work on developing and practicing your active listening skills. If you think you need some more guidance in this area, look for training opportunities or to a coach to help you develop this skill.

Be transparent

Don't praise an employee or make empty promises simply because it sounds good. This is a trap that charismatic leaders can fall into since they're so focused on inspiring and motivating others. In the process, it's easy to say things that aren't entirely true for the sake of making someone feel good. Instead, always prioritize being honest, sincere, and straightforward in your communication. Over time, your employees will learn to trust what you say and increasingly look to you for information and feedback.

If approached thoughtfully, charismatic leadership has the potential to bring positive change to any organization. Be aware of the potential pitfalls of this leadership style, take the action needed to prevent them from happening, and you'll find that this to be an incredibly effective type of leadership to practice in your role.

Understanding the strengths and weaknesses of your own leadership style can help you better identify which approach is best for your current role. Check out our ebook, 10 Leadership Styles You Should Know, to learn more about different approaches to leadership and when and how to apply them.

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Do you possess the traits to be a charismatic leader? Learn more about the characteristics, strengths, and weaknesses of this leadership style.

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Effective leadership is one of the most attractive qualities in an employee. There are dozens of theories that argue which leadership style is best suited for improving team productivity and maintaining employee morale. The contingency theory of leadership focuses on how specific situations affect a leader's effectiveness and how a leader's ability to adapt can be their most important tool in the workplace. In this article, we define the contingency theory of leadership and examine three specific models for how it can be applied in a work environment.

What is the contingency theory of leadership?

The contingency theory of leadership supposes that a leader's effectiveness is contingent on whether or not their leadership style suits a particular situation. According to this theory, an individual can be an effective leader in one circumstance and an ineffective leader in another one. To maximize your likelihood of being a productive leader, this theory posits that you should be able to examine each situation and decide if your leadership style is going to be effective or not. In most cases, this requires you to be self-aware, objective and adaptable.
Read more: 15 Leadership Qualities That Make a Great Leader
Contingency theory of leadership in the workplace

In the workplace, there are dozens of factors that can affect a leader's effectiveness. These include things like the size of the team, the scope of a project and the expected delivery date for a result. Different leaders, each with unique leadership styles, will respond to these variables in different ways. Contingency theorists would say that no matter how successful a leader is, there will always be a particular situation that will challenge them. Therefore, leaders must be willing to acknowledge the fact that their success depends partially on their circumstances in addition to their personal skills.

To lead their team well, managers and supervisors may need to either adapt their leadership style to the current situation or delegate some of their leadership responsibilities to a coworker.

For example: Consider a project manager named Doug. Doug finds it much easier to communicate in writing rather than in person, so he usually encourages his team by sending them thoughtful emails at the end of every week. However, there is a new employee in the office who is not very receptive to written communication. To connect with this employee, Doug will need to either make an effort to change his method and encourage this employee in person or he will have to assign this task to the assistant manager.

In this example, Doug is not a chronically-ineffective leader. He is a good leader who is facing an unexpected challenge. If Doug accepts the fact that he will need to adapt to his situation instead of trying to force his usual methods, he can still be a highly-productive leader who encourages his team effectively.

The contingency theory of leadership is impacted by a range of specific factors in the average workplace, including:

Fiedler model

To understand this theory, we will look at three different models for contingency leadership. The first is Fiedler's model. This model states that three important factors contribute to "situational favorableness". To be productive, leaders must consider these factors. However, this theory also considers leadership styles to be fixed and unchangeable. Therefore, if a leader's style is not a good fit for a particular situation, they will need to be replaced by a different leader. To apply Fiedler's theory, you have to determine your leadership style and your situation's favorableness using Fiedler's model.

Leadership style

The first step is to use a scale called the Preferred Coworker scale. To use this scale, you must think of a team member you did not or do not enjoy working with. This can be anyone from a former classmate to your current supervisor. Then, you must rate the person on the following scale:

Add the numbers together to determine your Preferred Coworker score. If your score is low, you are a Low Preferred Coworker leader and are likely to have a more task-oriented leadership style. Task-oriented leaders are more concerned with meeting goals than with maintaining relationships. Task-oriented leaders are organized and excel at completing projects.

Alternatively, a high score would make you a Highly Preferred Coworker leader. HPC leaders are relationship-oriented and focus their energy on building and maintaining healthy and productive relationships in the workplace. They are skilled in conflict management and take multiple variables into account when making decisions.

Situational favorableness

The second part of Fiedler's model is determining situational favorableness. To do this, you will evaluate three distinct factors:

Leader-Member Relations

This factor involves the amount of trust and confidence that your team members have in you. If you are trusted and well-liked by your entire team, your influence will increase and your workplace will become a more favorable situation.

Task Structure

This factor relates to whether the tasks your team completes are clear and structured or vague and unstructured. Unstructured tasks do not have a well-specified plan of action and would be considered unfavorable.

Leader's Position Power

This is the amount of power a leader has over their team and involves whether or not they have the authority to give out rewards or punishment. Typically, the more power you have, the more favorable your situation.

Applying the model
Read more: How to Demonstrate Leadership Skills at Work
According to Fiedler, more favorable situations require LPC leaders, while less favorable ones require HPC leaders. If a situation includes a good leader/team relationship and well-structured tasks, leaders who are task-oriented will likely be more productive. Whereas if a situation involves a distant leader/team relationship and unstructured tasks, a relationship-oriented leader will be more effective. While this theory is widely taught and studied, some believe this model does not allow enough flexibility because it does not believe that leaders are capable of changing their leadership styles.

Situational leadership model

Contrary to the Fiedler model, the situational leadership model suggests that the best option for leaders is to adapt their leadership styles to fit their team members and their individual abilities. This model believes that leaders should first consider the variables that affect their workplace and then decide the best tactic for how to proceed.

Situational leadership also called the "Hersey-Blanchard model," is primarily concerned with the maturity level of a team's members. High maturity team members are experienced and able to make decisions independently. Moderate maturity employees are capable, but lack confidence, or have confidence but are not willing to complete the tasks they are assigned. Low maturity employees are enthusiastic and willing but do not have the skills or experience to complete tasks.

The situational leadership model identifies four leadership styles, each of which suits different levels of employee maturity. These styles include:

Delegating style

This style allows other team members to be responsible for certain tasks or to lead subgroups. This style best suits a team of high maturity employees because it requires team members to be both confident and capable.

Participating style

This style focuses on sharing ideas and decisions. Leaders who use the participating style might apply it to moderately mature team members who are capable but lack confidence and need one-on-one mentoring.

Selling style

This term refers to a style that involves the leader attempting to sell his ideas to the group by persuasively giving task instructions. This also suits moderate team members, but unlike the previous style, it is best used with employees who are confident but unwilling to complete tasks.

Telling style

This style is used by leaders who frequently give explicit directions and who supervise all tasks closely. This style best suits low maturity followers who are willing but unable to act independently.

Path-Goal model

The Path-Goal model is primarily concerned with identifying processes (paths) that will allow each team member to meet their individual objectives (goals). Leaders who implement this model adjust their behaviors and expectations to positively affect their team's productivity. This goal requires the leader to be extremely flexible in their leadership style. They will have to find a way to meet each team member's specific needs to assist them in reaching their daily or weekly goals.

Leadership styles

The Path-Goal model focuses on improving employee motivation, autonomy and satisfaction to increase their productivity within an organization. To accomplish this, the model identifies four different leadership styles. These include:

1. The Directive Clarifying Leader

This style is used in situations where the leader tells employees what is expected of them and instructs them on how to perform certain tasks. The theory states that this style is the most effective when the employees' role and task are unstructured or ambiguous.

2. The Achievement-Oriented Leader

This behavior occurs in situations where the leader sets lofty goals for employees, expects them to perform at a high level and shows complete confidence in their capabilities. This style is productive in environments that attract high-achievers, such as hospitals, scientific laboratories and law firms.

3. The Participative Leader

Leaders who use this style consult with their employees and ask for their input before making decisions. This behavior would be well-received in a workplace where the employees are personally invested in the outcome and results of their work.
Read more: 10 Common Leadership Styles (With Examples)
4. The Supportive Leader

This style focuses on the satisfaction of employees' needs and considers their personal preferences. A supportive leader is as concerned with their employees' mental health and well-being as they are with their productivity. This style is suitable for work environments that can be stressful or mentally challenging.

Decision-Making model

Also called "the Vroom-Yetton contingency model," this particular theory believes decision making is a crucial element of leadership and determines the relationship between the leader and their team members. Building and maintaining this relationship directly affects the leader's success.

Leadership styles

This theory distinguishes five types of leadership styles. These include:

1. Autocratic (A1)

Leaders with this style believe that whatever information they have is enough to make the decision and they require no additional input from their team.

2. Autocratic (A2)

This style is not as extreme as A1. This type of leader consults with their team as a group to gather information and then makes the final decision alone.

3. Consultative (C1)

This leader consults with their team members individually to consider everyone's unique opinions. They will take suggestions seriously but will make the final decision alone.

4. Consultative (C2)

This type of leader consults at a wider level. They might organize a team-wide meeting to discuss a situation at length. They will gather suggestions but will eventually make a decision themselves.

5. Collaborative (G2)

This style focuses on reaching a consensus. These leaders organize a meeting to discuss the situation and then facilitate the discussion and ask every team member for input. The decision is then made together based on a vote.

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Understanding the Contingency Theory of Leadership

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Effective leadership is one of the most attractive qualities in an employee. There are dozens of theories that argue which leadership style is best suited for improving team productivity and maintaining employee morale. The contingency theory of leadership focuses on how specific situations affect a leader's effectiveness and how a leader's ability to adapt can be their most important tool in the workplace.

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Why Do Some People Become Great Leaders?

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Why do certain people become great leaders? Leadership theories seek to answer this question and usually fit into one of eight basic types.

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The trait theory of leadership focuses on identifying different personality traits and characteristics that are linked to successful leadership across a variety of situations. This line of research emerged as one of the earliest types of investigations into the nature of effective leadership and is tied to the "great man" theory of leadership first proposed by Thomas Carlyle in the mid-1800s.

Trait Theory of Leadership Rationale

According to Carlyle, history is shaped by extraordinary leaders. This ability to lead is something that people are simply born with, Carlyle believed, and not something that could be developed. Carlyle's ideas inspired early research on leadership, which almost entirely focused on inheritable traits.

Carlyle's theory of leadership was based on the rationale that:

Certain traits produce certain patterns of behavior.

Patterns are consistent across different situations.

People are "born" with leadership traits.

Even today, books, and articles tout the various characteristics necessary to become a great leader, suggesting that leadership is somehow predestined in some (or is at least more likely) while unlikely, if not impossible, in others.

Since the publication of Carlyle's thesis, psychologists have examined and argued about the trait-based theory of leadership. From the 1940s to the 1970s, psychologist Ralph Melvin Stogdill suggested that leadership is the result of the interaction between the individual and the social situation and not merely the result of a predefined set of traits.

Soon after in the 1980s, James M. Kouzes and Barry Z. Posner posited that credibility was a key indicator of leadership skills, characterized by such traits as being honest, forward-looking, inspiring, and competent.

Leadership Traits

While the list of leadership traits can vary by whoever is drawing up the list, a recent study outlined behavioral traits that separated lower-level supervisors from higher-level supervisors.

According to the researchers, the traits most commonly associated with great leadership include:

Adaptability and flexibility: Effective leaders don't get stuck in a rut. They are able to think outside of the box and adapt quickly to changing situations.

Assertiveness: A great leader is able to be direct and assertive without coming off as overly pushy or aggressive.

Capacity to motivate people: A great leader knows how to inspire others and motivate them to do their best.

Courage and resolution: The best leaders are brave and committed to the goals of the group. They do not hide from challenges.

Creativity: Perhaps most importantly, great leaders not only possess their own creativity, but they are also able to foster creativity among members of the group.

Decisiveness: A great leader is capable of making a decision and is confident in his or her choices.

Eagerness to accept responsibility: Strong leaders take on responsibility and don't pass the blame on to others. They stand by their success and take ownership of their mistakes.

Emotional stability: In addition to being dependable overall, strong leaders are able to control their emotions and avoid overreactions.

Intelligence and action-oriented judgment: Great leaders and smart and make choices that move the group forward.

Need for achievement: Strong leaders have a need to succeed and help the group achieve goals. They genuinely care about the success of the group and are committed to helping the group reach these milestones.

People skills: Excellent interpersonal skills are essential for leading effectively. Great leaders know how to interact well with other leaders as well as with team members.

Perseverance: Strong leaders stick with it, even when things get difficult or the group faces significant obstacles.

Self-confidence: Many of the best leaders are extremely self-assured. Because they are confident in themselves, followers often begin to share this self-belief.

Task competence: A great leader is skilled and capable. Members of the group are able to look to the leader for an example of how things should be done.

Trustworthiness: Group members need to be able to depend upon and trust the person leading them.

Understanding their followers and their needs: Effective leaders pay attention to group members and genuinely care about helping them succeed. They want each person in the group to succeed and play a role in moving the entire group forward.

Controversy on the Trait Theory

Early studies on leadership focused on the differences between leaders and followers with the assumption that people in leadership positions would display more leadership traits than those in subordinate positions.

What researchers found, however, was that there were relatively few traits that could be used to distinguish between leaders and followers. For example, leaders tend to be great communicators.﻿﻿ Leaders also tend to be higher in traits such as extroversion, self-confidence, and height, but these differences tended to be small.

Some have suggested that this may due to situational variables in which leadership skills only emerge when an opportunity for leadership arises (such as in war, during a political crisis, or in the absence of leadership).﻿﻿

Meanwhile, others have taken a contingency approach to leadership in which certain traits can be more effective in some situations and less so in others. Opinions vary on what those traits are and to what degree they can predict success, if at all.

Leadership in the Internet Age

More controversial yet is the contention that some people don't have the traits to become leaders.﻿﻿ Such a belief inherently overlooks social and economic inequities that limit, if not entirely erase, a person's potential to lead.

It also overlooks the changing economy and how leadership is defined when connections are today made both online and offline.

A Word From Verywell

While these traits are often linked to effective leadership, it is important to note that few leaders possess all of these traits. Generally, a strong leader will have many of these qualities.

But aspects of the situation also play an important role in determining if people are able to lead well. In many cases, it is the interaction between these traits and the situation that determines leadership quality.

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Do Great Leaders Share Certain Traits? See What the Research Says

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The trait theory of leadership focuses on identifying different personality traits and characteristics that are linked to successful leadership across a variety of situations. This line of research emerged as one of the earliest types of investigations into the nature of effective leadership and is tied to the "great man" theory of leadership first proposed by Thomas Carlyle in the mid-1800s.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Why Emotionally Intelligent People Are More Successful

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

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

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

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

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

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

* Anxiety

* Depression

* Grief

* Trauma

* Eating disorders

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

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

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

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

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Council Post: Why Emotional Intelligence Is Indispensable For Leaders

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

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As you begin your job search, you may find the word “leadership” in the listings. Here are a few tips to help you develop your own leadership abilities.

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

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

Quick Background

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

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

Mental Health in the Workplace Webinar

Components

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

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

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

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

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

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

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

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

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

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

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

Link to Well-Being

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

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

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

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

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

Real-World Applications

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

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

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

A Word From Verywell

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

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

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How Do Transformational Leaders Inspire and Motivate Followers?

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

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The more that you, as a leader, manage each of these areas, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.

Emotional Intelligence in Leadership

1. Self-awareness

If you're self-aware, you always know how you feel, and you know how your emotions and your actions can affect the people around you. Being self-aware when you're in a leadership position also means having a clear picture of your strengths and weaknesses, and it means behaving with humility.

So, what can you do to improve your self-awareness?

Keep a journal. Journals help you improve your self-awareness. If you spend just a few minutes each day writing down your thoughts, this can move you to a higher degree of self-awareness.

2. Self-regulation

Leaders who regulate themselves effectively rarely verbally attack others, make rushed or emotional decisions, stereotype people, or compromise their values. Self-regulation is all about staying in control.

This element of emotional intelligence, according to Goleman, also covers a leader's flexibility and commitment to personal accountability.

So, how can you improve your ability to self-regulate?

Hold yourself accountable. If you tend to blame others when something goes wrong, stop. Make a commitment to admit to your mistakes and to face the consequences, whatever they are. You'll probably sleep better at night, and you'll quickly earn the respect of those around you.

Practice being calm. The next time you're in a challenging situation, be very aware of how you act. Do you relieve your stress by shouting at someone else? Practice deep-breathing exercises to calm yourself. Also, try to write down all of the negative things you want to say, and then rip it up and throw it away. Expressing these emotions on paper (and not showing them to anyone!) is better than speaking them aloud to your team. What's more, this helps you challenge your reactions to ensure that they're fair!

3. Motivation

Self-motivated leaders work consistently toward their goals, and they have extremely high standards for the quality of their work.

How can you improve your motivation?

Re-examine why you're doing your job. It's easy to forget what you really love about your career. So, take some time to remember why you wanted this job. If you're unhappy in your role and you're struggling to remember why you wanted it, try the Five Whys technique to find the root of the problem. Starting at the root often helps you look at your situation in a new way. And make sure that your goal statements are fresh and energizing. For more on this, see our article on Goal Setting.

4. Empathy

For leaders, having empathy is critical to managing a successful team or organization. Leaders with empathy have the ability to put themselves in someone else's situation. They help develop the people on their team, challenge others who are acting unfairly, give constructive feedback, and listen to those who need it.

If you want to earn the respect and loyalty of your team, then show them you care by being empathic.

How can you improve your empathy?

Respond to feelings. You ask your assistant to work late - again. And although he agrees, you can hear the disappointment in his voice. So, respond by addressing his feelings. Tell him you appreciate how willing he is to work extra hours, and that you're just as frustrated about working late. If possible, figure out a way for future late nights to be less of an issue (for example, give him Monday mornings off).

5. Social Skills

Leaders who do well in the social skills element of emotional intelligence are great communicators. They're just as open to hearing bad news as good news, and they're experts at getting their team to support them and be excited about a new mission or project.

Leaders who have good social skills are also good at managing change and resolving conflicts diplomatically. They're rarely satisfied with leaving things as they are, but they don't sit back and make everyone else do the work: they set an example with their own behavior.

So, how can you build social skills?

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Emotional Intelligence in Leadership - Learning How to Be More Aware

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Relating to others is vital in today's workplace. Learn how to build your emotional intelligence (EI) with this article.

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

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How Emotional Intelligence Became a Key Leadership Skill

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A reading list to bring you up to speed.

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A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better. - Jim Rohn, American entrepreneur.

Everyone on Samit's team knows that he's "there for them." He checks in with them often to see how they are, and he helps them develop the skills they need to advance their careers, even if this means that they may move on.

Samit also makes an effort to see situations from others' perspectives. He makes decisions with the team's best interests in mind, and ensures that everyone has the resources and knowledge they need to meet their objectives.

As a result of this, his team is one of the most successful in the department, with low staff turnover and high engagement.

Samit is an example of a "servant leader." In this article, we'll explore what servant leadership is, and the advantages it can bring you as a leader. We'll also look at situations where it isn't appropriate.

What Is Servant Leadership?

Robert K. Greenleaf first coined the phrase "servant leadership" in his 1970 essay, " The Servant as a Leader." However, it's an approach that people have used for centuries.

As a servant leader, you're a "servant first" - you focus on the needs of others, especially team members, before you consider your own. You acknowledge other people's perspectives, give them the support they need to meet their work and personal goals, involve them in decisions where appropriate, and build a sense of community within your team. This leads to higher engagement, more trust, and stronger relationships with team members and other stakeholders. It can also lead to increased innovation.

However, servant leadership is problematic in hierarchical, autocratic cultures where managers and leaders are expected to make all the decisions. Here, servant leaders may struggle to earn respect.

Important:

Remember that servant leadership is about focusing on other people's needs - not their feelings. Don't avoid making unpopular decisions or giving team members negative feedback when this is needed.

Also, do not rely on it exclusively - use it alongside styles like Transformational Leadership, where you develop an inspiring vision of the future, motivate people to deliver this, manage its implementation, and build an ever-stronger team.

How to Become a Servant Leader

According to Larry C. Spears, former president of the Robert K. Greenleaf Center for Servant Leadership, these are the 10 most important characteristics of servant leaders:

1. Listening.

2. Empathy.

3. Healing.

4. Awareness.

5. Persuasion.

6. Conceptualization.

7. Foresight.

8. Stewardship.

9. Commitment to the growth of people.

10. Building community.

Once you've decided to prioritize other people's needs over your own in the long term, you can work on developing your skills in each area. Let's look at how you can do this.

1. Listening

2. Empathy

3. Healing

This characteristic relates to the emotional health and "wholeness" of people, and involves supporting them both physically and mentally.

4. Self-Awareness

You can become more self-aware by knowing your strengths and weaknesses, and asking for other people's feedback on them. Also, learn to manage your emotions, so that you consider how your actions and behavior might affect others.

5. Persuasion

There are many tools and models that you can use to be more persuasive, without damaging relationships or taking advantage of others. You should also build your expert power - when people perceive you as an expert, they are more likely to listen to you when you want to persuade or inspire them.

6. Conceptualization

This characteristic relates to your ability to "dream great dreams," so that you look beyond day-to-day realities to the bigger picture.

7. Foresight

Foresight is when you can predict what's likely to happen in the future by learning from past experiences, identifying what's happening now, and understanding the consequences of your decisions.

You can use tools such as SWOT Analysis and PEST Analysis to think about your current situation and environment, while Scenario Analysis helps you understand how the future could play out. Use the ORAPAPA checklist when you make a decision, to learn from experience and make sure that you've considered all the angles.

Also, learn to trust your intuition - if your instinct is telling you that something is wrong, listen to it!

8. Stewardship

Stewardship is about taking responsibility for the actions and performance of your team, and being accountable for the role team members play in your organization.

9. Commitment to the Growth of People

Servant leaders are committed to the personal and professional development of everyone on their teams.

10. Building Community

The last characteristic is to do with building a sense of community within your organization.

You can do this by providing opportunities for people to interact with one another across the company. For instance, you could organize social events such as team lunches and barbecues, design your workspace to encourage people to chat informally away from their desks, and dedicate the first few minutes of meetings to non-work-related conversations.

Encourage people to take responsibility for their work, and remind them how what they do contributes to the success and overall objectives of the organization.

Tip:

See our article on Leadership Styles to explore popular leadership approaches and the advantages and disadvantages of each one.

And see this Expert Interview for a valuable discussion on the misconceptions and realities of servant leadership.

Key Points

You are a servant leader when you focus on the needs of others before you consider your own. It's a longer-term approach to leadership, rather than a technique that you can adopt in specific situations. Therefore, you can use it with other leadership styles such as Transformational Leadership.

You can become a servant leader by working on these 10 characteristics:

1. Listening.

2. Empathy.

3. Healing.

4. Awareness.

5. Persuasion.

6. Conceptualization.

7. Foresight.

8. Stewardship.

9. Commitment to the growth of people.

10. Building community.

Servant leaders are likely to have more engaged employees and enjoy better relationships with team members and other stakeholders than leaders who don't put the interests of others before their own.

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Servant Leadership: Putting Your Team First, and Yourself Second

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A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better. - Jim Rohn, American entrepreneur. Everyone on Samit's team knows that he's "there for them."

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Leadership Traits Every Counselor Should Have

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Leadership Traits Every Counselor Should Have

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Far from simply setting up student schedules and administering placement and academic evaluation tests, school counselors are leaders who can have a huge impact on the acceleration and the enhancement of learning. They must possess the ability to negotiate, persuade others their ideas are worthwhile, and collaborate with principals and other school officials.

School counselors have many responsibilities, including counseling students, working with teachers and parents, referring students to outside agencies, participating in student welfare and learning support communities, and evaluating and improving their own school counseling program.

Listening

First and foremost, a school counselor needs to be a good listener. Often, they have several students they work with and may get very few chances to converse with them in a one on one setting. "The most basic of all human needs is the need to understand and be understood," said Ralph G. Nichols. "The best way to understand people is to listen to them."

To listen effectively, counselors must be fully in the moment, not thinking of their "to do" list but rather giving their full attention to the issue at hand. Reflecting back to the person, your perception of what they said helps show understanding, and lets them make corrections. The counselor must also keep an open mind, being careful not to make any judgments until they have heard the entire story. ¹

Being Empathetic

Often a part of listening, putting themselves in the shoes of the person speaking, whether that is a student or another school official, helps counselors truly understand the underlying issues.

"Without the ability to understand what the student is experiencing, a counselor cannot truly do an effective job," says Helen A. Hatridge, past president of the Missouri School Counselor Association. "Empathy leads to good listening and a better ability to help the client come up with solutions. It also helps the student feel more comfortable and willing to open up to a counselor." ²

To be more empathetic, it is essential for a counselor to put aside their viewpoint. At the same time, they need to validate the student's viewpoint, which does not always mean agreement. Instead it means acknowledging their right to have an opinion, and that they have valid reasons for it. Asking how that person thinks a situation should be handled or what they would do opens up an even deeper understanding. ³

Building Relationship

It takes time for a counselor to build a relationship with any student or even their peers. However, through listening and being empathetic, that process can be accelerated.

To feel free to talk to a counselor, a student must often "break the ice," and needs to feel trust, comfort, and acceptance. Students need to accept that the counselor is a professional caregiver, and someone they can turn to without fear of judgement.

A counselor who develops this trusting relationship with students can get a lot more done, An understanding of the kid culture and what they care about can go a long way toward providing that environment of trust and understanding.

Performing Assessments

Assessment skills are essential for any school counselor in a number of areas. From academic and skills assessment to personality testing and career advisement, the ability to discern the intersection of talent and desire is essential to offering good counsel.

Assessment also includes determining if a student has special needs and interpreting test and non-test data to decide where the student should be placed, and what programs will most benefit them.

Regardless of the reason for assessment, the steps often include, but are not limited to the following:

Choosing what tests should be administered and when.

Scheduling, preparing, and administering tests.

Scoring tests or sending them out to be scored.

Advising students, teachers, parents, and other staff on test score interpretation.

Evaluating the testing process, results, and subsequent recommendations.⁴

Assessments involve some testing but must also be combined with listening, empathy, and the relationship that has been built to determine how testing outcomes relate to personality, desires, and the goals of the student.

Coordinating Efforts and Activities

Efforts and activities can fall into a couple of different categories. A counselor will have to coordinate Individualized Education Plans (IEPs) for students, and other student specific plans as well. Along with coordinating individual student plans and interacting with teachers and other school officials, the school counselor often coordinates other activities and projects as well.

In many cases, the school counselor is in charge of parent newsletters, school announcements, managing social media accounts, and other community outreach and event planning efforts.

The ability to coordinate and manage these efforts and activities requires strong leadership and organizational skills. Teaching these skills to students by allowing them to take responsibility for their own educational goals and other efforts enables a counselor to show leadership by example.

Exercising Authority

In order to be able to implement programs, direct student activities and coordinate tasks, a counselor must exercise a certain amount of authority.

This means first of all that the counselor must be granted the authority to handle certain tasks by other school officials such as principals and administrators. The more their authority is validated by their actions, the more the counselor will be perceived as a leader by parents and students alike.

Secondly, the school counselor must be willing to wield the authority they have been granted, taking charge of tasks and situations, setting expectations, and holding those responsible to deadlines.

The counselor must also know in any given situation when to cross the line from friend to professional. If a student is being abusive or abused, a more professional response is ethically and legally mandated. It is the counselor's obligation to take charge and follow through, ensuring that student safety comes first.

Being Flexible

If one thing is certain in the field of education, it is that things will change. Interruptions, schedule changes, new programs, and new responsibilities all interrupt a counselor's daily routine.

Student needs and the needs of the school overall often take priority over scheduled meetings. Parent phone calls, staff concerns, talks in classrooms, and unexpected counseling needs can all be disruptive.

A successful counselor should:

Leave gaps in their day for unscheduled needs.

Use good time management techniques.

Set reasonable boundaries. Know what is worthy of an interruption, and what can wait.

Communicate clearly. Inform students, parents, and faculty of schedules and boundaries.

By remaining flexible, a counselor can better manage the stress inherent in the job and be more responsive when needs arise unexpectedly.

Having a Sense of Humor

Being able to see things from the side of humor has a number of advantages. It lets students see that the counselor is human and can not only laugh at situations but laugh at themselves as well.

This is frequently one of the biggest assets in building student trust and developing a relationship with them. It is often how those students relate to adults, whether through jokes or humorous anecdotes that illustrate a point the counselor is trying to get across.

Humor is also a stress reliever. Being able to see the humorous side of interruptions and other daily situations allows a counselor to relax and keep anxiety from taking over many scenarios.

It takes a combination of many leadership traits to make a school counselor effective. They must use listening skills and offer empathy in order to build relationships. A counselor must also perform assessments and coordinate activities and educational efforts. These duties mean they must remain flexible and exercise authority when appropriate.

Not one of these traits alone is enough, and no one is equally adept in all of them. They are taught and can be learned in a Master of Arts in Counseling with an emphasis in school counseling like the one offered by Wake Forest University. This graduate degree will prepare you for a career as a school counselor in almost any setting.
Sources: 1 2 3 ⁴ American Counseling Association, Assessment Skills for School Counselors Mind Tools, Empathy at Work Education World, School Counselors Reflective On What Makes Them Effective Fast Company, 5 Ways To Improve Your Listening Skills

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Leadership Traits Every Counselor Should Have

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Far from simply setting up student schedules and administering placement and academic evaluation tests, school counselors are leaders who can have a huge impact on the acceleration and the enhancement of learning. They must possess the ability to negotiate, persuade others their ideas are worthwhile, and collaborate with principals and other school officials.