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My name is Ana Gonzalez. I was born and raised in Houston, Texas. I am the eldest of four children and I am 26 years old. I currently live in Houston, TX. My hobbies include collecting antiques and spending time with my siblings. I have a 2 year-old Shih-Tzu and her name is Mitzie. I am a first-generation college graduate and I am continuing my education at Angelo State University. I graduated from Stephen F. Austin State University in May 2015 with my bachelors. After graduation, I began my professional career at Lone Star College-North Harris. I currently work for the Upward Bound TRIO program as a college preparatory advisor. I work closely with low-income and first-generation students. My duties include helping and guiding underprivileged students transition from high school to college. I am currently enrolled in the Master’s Degree in Higher Education Student Development and Leadership program. I started my master’s degree in January 2018. I plan to learn and understand as much as I can in this course. My future goals are to work in a student services director position and continue to help underrepresented communities become college bound. My expected graduation date is Summer 2019.

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In a leadership position I should demonstrate to have exceptional communication skills, be trustworthy, and show empathy towards others in my profession. I should also be a team player and be open minded to new ideas to complete a task with my group. According to Bendermacher, Egbrink, Wolfhagen, & Dolmans (2017),”Effective leaders are considered to be those able to fulfill multiple roles, i.e. motivator, vision setter, task masters and analyzer” (2017, p.47). In other words, the leader should be able to adjust to any working environment and plan accordingly to meet the job expectations. These are some of the personal values a leader demonstrates in their profession.

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As a future TRIO program director/advisor the experts in the student developmental field firmly believe that “advisors who love students and desire to serve them to grow as persons are more likely to focus on their potential; perceive them as motivated, capable, and desirous to learn; and engage them as partners in their own development” (McClellan, 2007, p.43). In other words, program directors or student academic advisors are highly involved in the student’s life and are always there encouraging them to succeed. Advisors are mentors who do more than college planning agendas for their students. They help students set realistic goals and monitor their college progress. I can relate to the words McClellan (2007) uses to describe what advisors does for students on a daily basis. As a college preparatory advisor it is my duty and obligation to have constant communication with my students to ensure they are fulfilling their career goals. I also believe that it is my job to redirect them in the correct path if the student is doing otherwise. My priority as an advisor is to show them they have the ability to succeed. Lastly, an advisor should love helping students with their educational journey and be passionate about their professional career.

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what makes a leader

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Education takes you places.

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I am a firm believer that a person in a lead position should demonstrate the following qualities; this person should be trustworthy, a good listener, great communicator, and a team player. In order for a leader to lead they must know and understand the ultimate goal he/she wants their team to accomplish together. Like the saying goes, there is no i in team, so that means everyone is working together as one. The leader should closely pay attention to details in order to communicate them to the rest of the group. After, the leader should listen to any suggestions the team could have. In my experience in the higher education field I have witnessed how easy it is to point fingers and blame others when big projects go wrong. In this case, the leaders (principals/administration) are the people who have to face the consequences and move forward with fixing the issues. However, in my three years of working in higher education there is a lot of people who do not take initiative to help their leaders out. In my opinion, this is not a negative or a positive experience, I firmly believe that we can lead others by setting the example and stepping out of our comfort zone to go the extra mile without having to be rewarded for something we (professionals) need to be doing for anyone (students, co-workers, friends, etc). In my professional career with the TRIO program I work for I have learned that it takes a village to raise and help students. For instance, we take field trips once a month and there is lead chaperone assigned and there are two other chaperones who assist the lead when needed. A day before the field trip I sit down with my team and we discuss possible issues we may encounter, assign duties, and always remind ourselves to look after each other. In other words, since I am the leader, I must know to respect, trust, communicate, and listen to my coworkers if we are working as a team.

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A Study of Relationship between Leadership Styles of Principals and Job Satisfaction of Teachers in Colleges for Women.

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A Study of Relationship between Leadership Styles of Principals and Job Satisfaction of Teachers in Colleges for Women.

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Angelo State University - Library Online Resources

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

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Leadership in higher education: 14 pieces of food for thought

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Are you an academic with aspirations to lead? Our recent live chat panel shared a wealth of experience and practical advice

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Article Review:                                 U. of Texas at San Antonio Investigates After Students Say Lecturer Called Police on Black Classmate

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Article Review:                                 U. of Texas at San Antonio Investigates After Students Say Lecturer Called Police on Black Classmate

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How did the leaders of this institution handled this issue?

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U. of Texas at San Antonio

In a viral video shared on Monday, a cluster of police officers can be seen huddling in the back of Anita Moss's classroom. A couple of officers appear to have a conversation with Moss, a senior lecturer, who points at a student sitting in a middle row. When approached by one officer, the student calmly stands and gathers her things. She and the officers walk out of the classroom, ending the minute-long video.

So this happened today in class, a girl had her feet up and the professor called the police after calling our class uncivil pic.twitter.com/spq0ShXiFU
- Apurva Rawal (@ApurvaYRawal) November 12, 2018

Apurva Rawal, a student who filmed the interaction at the University of Texas at San Antonio, described what happened in a series of tweets: The student, who was not talking or interrupting the lecture, had her feet up on the seat in front of her, he said. Moss, who took issue with this, stepped out to call the campus police, Rawal said. Moss had just lectured the class on how they were "uncivil" because some students were on their phones and not paying attention, Rawal said.

Moss did not respond to a voicemail or an email seeking comment.

The student responded on Twitter, saying that Moss had told her she needed to leave or she would be escorted out by police officers. "I never disobeyed the student code of conduct. Not once," she said. "A police report is being filed" at the moment, she said. "This is just the beginning." The student also thanked her classmates for standing up for her after she was ushered out. (Under Texas open-records laws, police departments generally have 10 days to release a report.)

This is me in Anita Moss' 2053 Bio classroom. Upon entering class I was told I needed to leave or would be escorted out by officers, I never disobeyed the student code of conduct. Not once. A police report is being filed atm, this is just the beginning. Thanks for your support! https://t.co/YUZGmwgFa7
- pistachio (@FavoritePaigeee) November 12, 2018

On Twitter the video spread quickly. San Antonio students, university alumni, and professors at other institutions chastised Moss for escalating a seemingly benign classroom disagreement. Why, they asked, did the police need to be called at all, especially when a black student was involved?

As a professor I was horrified that this happened to you. If you ever need a scientist in Michigan, I'm your woman.
- Julie Libarkin (@GeoEdResearch) November 13, 2018

It's a question the university will attempt to answer through two investigations. The university's Office of Equal Opportunity Services is investigating possible discrimination, President Taylor Eighmy said in a Monday-afternoon email to the campus. Howard Grimes, interim dean of the College of Sciences, is conducting another inquiry into the "academic management" of the classroom, Eighmy said.

"Beyond this particular incident," the president said, "I am very much aware that the circumstance represents another example of the work we need to do as an institution around issues of inclusivity and supporting our students of color."

In another email sent to the campus, on Tuesday night, Eighmy said Moss's classes would be taught by someone else for the rest of the semester. The affected student has been offered support services, he said.

Regardless of the outcome of the investigations, Eighmy said, the incident demonstrated to him that feelings of marginalization for some students - especially African-American students - are "real and profound." The university needs to hire more faculty, staff, and administrators of color, he said, as well as raise more awareness of how to report potential classroom discrimination.

The local chapter of La Raza Faculty and Administrators Association, a group that seeks to improve the status of Latinos in academe, said in a statement that this "ugly incident" should not be considered in isolation. Rather, the group said, the university needs to face its larger problems in recruiting and retaining black faculty members and academic and student-affairs leaders.

Hiring a vice president for inclusive excellence - a move the university recently announced - is long overdue, the association said. However, the burden of changing campus culture, supporting students of color, and hiring diverse faculty members cannot be placed on one person's shoulders, the association said.

Martina McGhee, a doctoral candidate at the university, echoed the association's concerns on Twitter. "I regularly hear about overt racism our black students are subjected to by faculty," McGhee said. Just yesterday, she said, a student told her that a professor was making derogatory jokes about black women in class. Just because people are experts in an academic field, said McGhee, who studies interdisciplinary learning and teaching, doesn't mean they're experts at teaching.

San Antonio's student body is about 53 percent Hispanic, 24 percent white, and less than 9 percent African-American, according to last year's figures. Vanessa A. Sansone, an assistant professor of higher education at the university, said campus "diversity" can take different forms. And when a campus is diverse in chiefly one or two respects, administrators can be reactive when incidents involving other minority groups occur. "I think that's sometimes where the blinders get put on," she said.
Innocuous Behavior
Black students have long called attention to biased treatment in higher education. In 2015, campus unrest brought widespread awareness to those issues with the hashtag #BlackOnCampus. That year, protests at the University of Missouri at Columbia sparked demonstrations by black students and activists across the country. From the demonstrations arose students' demands, cataloged at www.thedemands.org.

Many of the demands called attention to college and university police departments. Demands included cultural training for officers, allowing students to report incidents of police bias, and stricter guidelines on when and how an officer can make contact with a citizen.

And recently, instances of white people reporting black students to the campus police for innocuous behavior have spreads on social media.

In May a white graduate student at Yale University, Sarah Braasch, called the police on a black graduate student who'd fallen asleep in a common room. The police questioned Lolade Siyonbola for 15 minutes before determining she was, in fact, a Yale student. "I deserve to be here," Siyonbola says in a video of the incident. "I paid tuition like everybody else. I am not going to justify my existence here." Yale officials said they were "deeply troubled" by the incident, The Chronicle reported. The university held "listening sessions." And the police department added training programs to learn how to de-escalate tense situations and avoid implicit bias.

In July an employee at Smith College called the campus police on a black female student who is also a teaching assistant. Oumou Kanoute was eating lunch in a campus common room when someone reported her to the police for seeming to be "out of place."

"I did nothing wrong," Kanoute said in a Facebook post. "I wasn't making any noise or bothering anyone. All I did was be black."

Soon after the incident, the college retained a law firm to investigate. The firm reported that the caller had "provided a legitimate, nondiscriminatory reason" for contacting the police that day, but also that the campus police had responded to a number of "suspicious person" calls at Smith, only to discover that the person had a reason to be there. The firm issued several recommendations, which Smith said it is considering.

And in October a black graduate student at the Catholic University of America, Juán-Pabló González, videotaped an interaction with an attendant at the law library's circulation desk, Brittany McNurlin, who called the university's police department and complained about an "argumentative student." In the video, González asks McNurlin why she had called the police since he was just "asking questions" about the facility. "I've answered your questions," she says in the video. "You didn't appreciate my answer." Eventually, at least five officers showed up.

The university said in a statement that the desk attendant had followed protocol. When no librarian is available, the statement says, student employees are supposed to bring issues they are "unable to resolve" to the attention of the campus police.

Updated (11/14/2018, 9:50 a.m.) with an additional statement from the university's president.

Emma Pettit is a staff reporter at The Chronicle. Follow her on Twitter @EmmaJanePettit, or email her at emma.pettit@chronicle.com.

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U. of Texas at San Antonio Investigates After Students Say Lecturer Called Police on Black Classmate

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In a viral video shared on Monday, a cluster of police officers can be seen huddling in the back of Anita Moss's classroom. A couple of officers appear to have a conversation with Moss, a senior lecturer, who points at a student sitting in a middle row.

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Take this quiz to know your personality characteristics.

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Personality test based on Jung and Briggs Myers typology

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Online test based on Jung and Briggs Myers typology provides your personality formula, the description of your type, list of occupations, and option to assess your compatibility against any soulmate

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A boss commands, a leader helps!

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The 4 Most Effective Ways Leaders Solve Problems

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The 4 Most Effective Ways Leaders Solve Problems

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How do leaders solve problems?

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With as many problems as we are all faced with in our work and life, it seems as if there is never enough time to solve each one without dealing with some adversity along the way. Problems keep mounting so fast that we find ourselves taking short-cuts to temporarily alleviate the tension points - so we can move onto the next problem. In the process, we fail to solve the core of each problem we are dealt; thus we continuously get caught in the trap of a never-ending cycle that makes it difficult to find any real resolutions. Sound familiar?

Problem solving is the essence of what leaders exist to do. As leaders, the goal is to minimize the occurrence of problems - which means we must be courageous enough to tackle them head-on before circumstances force our hand. We must be resilient in our quest to create and sustain momentum for the organization and people we serve. But the reality of the workplace finds us dealing with people that complicate matters with their corporate politicking, self-promotion, power-plays and ploys, and envy. Silos, lack of budgets and resources, and many other random acts or circumstances also make it harder for people to be productive.

Competitors equally create problems for us when they unexpectedly convert a long-standing client, establish a new industry relationship, or launch a new product, brand or corporate strategy. Mergers & acquisitions keep us on our toes and further distract us from solving existing problems by creating new ones.

As Karl Popper, one of the most influential 20 th century philosophers of science, once eloquently stated, "All life is problem solving." I've often contended that the best leaders are the best problem solvers. They have the patience to step back and see the problem at-hand through broadened observation; circular vision. They see around, beneath and beyond the problem itself. They see well-beyond the obvious. The most effective leaders approach problems through a lens of opportunity.

Leaders who lack this wisdom approach problems with linear vision - thus only seeing the problem that lies directly in front of them and blocking the possibilities that lie within the problem. As such, they never see the totality of what the problem represents; that it can actually serve as an enabler to improve existing best practices, protocols and standard operating procedures for growing and competing in the marketplace. They never realize that, in the end, all problems are the same - just packaged differently.

A leader must never view a problem as a distraction, but rather as a strategic enabler for continuous improvement and opportunities previously unseen.

When I launched my first venture in the food industry, we had a problem with the adhesion of the labels to the glass jar packaging of our products that affected nearly 20% of an initial shipment. As circumstances would have it, this was the first shipment to a new client that was "testing" our new products in 200 stores with an opportunity to expand our distribution to over 2500 stores nationally. Instead of panicking, we took a problem solving approach that involved multiple steps and resulted in a full-blown change management effort with our label supplier, manufacturer, trucking company and client. Rather than viewing this problem simply as a hurdle that could potentially lose us the client, we took proactive measures (and a financial investment) to show our new client that we were capable of not only solving the problem - but earning their trust by responding promptly and efficiently with a comprehensive step-by-step incident report that included our change management efforts.

This experience taught us many lessons about our company and helped us to avoid many unforeseen problems. The ROI from how we handled this problem helped open our eyes to many elements that were previously being overlooked - and in the long run it helped enable us to grow the business.

Whether you are a leader for a large corporation or a small business owner, here are the four most effective ways to solve problems.
1. Transparent Communication
Problem solving requires transparent communication where everyone's concerns and points of view are freely expressed. I've seen one too many times how difficult it is to get to the root of the matter in a timely manner when people do not speak-up.

Yes, communication is a fundamental necessity. That is why when those involved in the problem would rather not express themselves - fearing they may threaten their job and/or expose their own or someone else's wrong-doing - the problem solving process becomes a treasure hunt. Effective communication towards problem solving happens because of a leader's ability to facilitate an open dialogue between people who trust her intentions and feel that they are in a safe environment to share why they believe the problem happened as well as specific solutions.

Once all voices have been heard and all points of view accounted for, the leader (with her team) can collectively map-out a path toward a viable and sustainable solution. As fundamental as communication may sound, don't ever assume that people are comfortable sharing what they really think. This is where a leader must trust herself and her intuition enough to challenge the team until accountability can be fairly enforced and a solution can been reached.

Transparent communication requires you to break down silos and enable a boundary-less organization whose culture is focused on the betterment of a healthier whole. Unnecessary silos invite hidden agendas rather than welcome efficient cross-functional collaboration and problem solving.

Organizational silos are the root cause of most workplace problems and are why many of them never get resolved. This is why today's new workplace must embrace an entrepreneurial spirit where employees can freely navigate and cross-collaborate to connect the problem solving dots; where everyone can be a passionate explorer who knows their own workplace dot and its intersections. When you know your workplace dot, you have a much greater sense of your sphere of influence. This is almost impossible to gauge when you operate in silos that potentially keep you from having any influence at all.

In a workplace where silos exist, problem solving is more difficult because you are more likely dealing with self-promoters - rather than team players fostered by a cross functional environment.. When you operate in a siloed environment where everyone wants to be a star, it becomes increasingly difficult to help make anything or anyone better. This is when problem solving becomes a discouraging task.

Breaking down silos allows a leader to more easily engage their employees to get their hands dirty and solve problems together. It becomes less about corporate politicking and more about finding resolutions and making the organization stronger.

Breaking down silos and communication barriers requires people to be open-minded. In the end, problem solving is about people working together to make the organization and the people it serves better. Therefore, if you are stuck working with people that are closed-minded, effective problem solving becomes a long and winding road of misery.

There are many people in the workplace that enjoy creating unnecessary chaos so that their inefficiencies are never exposed. These are the types of people ( loafers and leeches) that make it difficult for problems to get solved because they slow the process down while trying to make themselves look more important. Discover the lifters and high-potential leaders within the organization and you will see examples of the benefits of being open-minded and how this eventually leads to more innovation and initiative.

Open-minded people see beyond the obvious details before them and view risk as their best friend. They tackle problems head-on and get on with the business of driving growth and innovation. Close-minded employees turn things around to make it more about themselves and less about what is required to convert a problem into a new opportunity.
4. A Solid Foundational Strategy
With this explanation in mind, carefully observe the actions of others the next time you are dealt a real problem.

Without strategy, change is merely substitution, not evolution. A solid strategy must be implemented in order to solve any problem. Many leaders attempt to dissect a problem rather than identify the strategy for change that lies within the problem itself.

Effective leaders that are comfortable with problem solving always know how to gather the right people, resources, budget and knowledge from past experiences. They inspire people to lift their game by making the problem solving process highly collaborative; for them, it's an opportunity to bring people closer together. I've always believed that you don't know the true potential and character of a person until you see the way they solve problems.

Effective leaders connect the dots and map-out a realistic plan of action in advance. They have a strategy that serves as the foundation for how the problem will be approached and managed. They anticipate the unexpected and utilize the strengths of their people to assure the strategy leads to a sustainable solution.

Never shoot from the hip when problem solving. Avoid guessing. Take enough time to step back and assess the situation and the opportunities that each problem represents. Make the problem solving process more efficient by recognizing that each problem has its own nuances that may require a distinct strategy towards a viable resolution.
Also on Forbes:
You know that you have great leadership in your organization when problem solving becomes a seamless process that enables the people and the organization to grow and get better. If problem solving creates chaos, you may have a serious leadership deficiency.

Problem solving is the greatest enabler for growth and opportunity. This is why they say failure serves as the greatest lesson in business and in life. Be the leader that shows maturity, acts courageously, and requires accountability. Applying each of these lessons can help you become a master problem solver. Each experience teaches us all new things. Embrace problem solving and the many unseen treasures it represents.

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The 4 Most Effective Ways Leaders Solve Problems

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With as many problems as we are all faced with in our work and life, it seems as if there is never enough time to solve each one without dealing with some adversity along the way. Problems keep mounting so fast that we find ourselves taking short-cuts to temporarily alleviate the tension points - so we can move onto the next problem.

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Angelo State University - Library Online Resources

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

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The leader and mentor that comes to mind is my Upward Bound Advisor, Mrs. Erica Acevedo. I have had the privilege to know Mrs. Acevedo since junior high. Mrs. Acevedo is talented, passionate, and a very charismatic person. She is a leader whom I look up to because although she came from a low economic background and she managed to graduate from college with a Bachelor’s and a Master’s degree. Although, I was her student many years ago she still follows up with me and mentors me through my professional career in TRIO (federal funded college preparatory program) and my current Master’s program in higher education student affairs. Mrs. Acevedo is one of the major reasons I returned to school to earn a Master’s degree. I remember attending one of her financial workshops and that is where she discussed that minority students (Hispanics) are not earning enough degrees. This raised a red flag in my head, I could not believe the low numbers of Hispanics attending school. I later returned to tell Mrs. Acevedo that her presentation had encouraged me to pursue my Master’s program and she has been there for me since then. Recently, Mrs. Acevedo accepted a new position, however she takes time out of her busy schedule to mentor me and personally advise me on my school assignments.

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Leadership Identities, Styles, and Practices of Women University Administrators and Presidents.

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Leadership Identities, Styles, and Practices of Women University Administrators and Presidents.

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Angelo State University - Library Online Resources

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

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One of the most popular Dilbert comic strips in the cartoon's history begins with Dilbert's boss relaying senior leadership's explanation for the company's low profits. In response to his boss, Dilbert asks incredulously, "So they're saying that profits went up because of great leadership and down because of a weak economy?" To which Dilbert's boss replies, "These meetings will go faster if you stop putting things in context."

Great leadership is indeed a difficult thing to pin down and understand. You know a great leader when you're working for one, but even they can have a hard time explaining the specifics of what they do that makes their leadership so effective. Great leadership is dynamic; it melds a variety of unique skills into an integrated whole.

Below are 12 essential elements of great leadership, which you can follow to help you become a better leader today.
1. Courage "Courage is the first virtue that makes all other virtues possible." -Aristotle
People will wait to see if a leader is courageous before they're willing to follow his or her lead. People need courage in their leaders. They need someone who can make difficult decisions and watch over the good of the group. They need a leader who will stay the course when things get tough. People are far more likely to show courage themselves when their leaders do the same.

For the courageous leader adversity is a welcome test. Like a blacksmith's molding of a red-hot iron, adversity is a trial by fire that refines leaders and sharpens their game. Adversity emboldens courageous leaders and leaves them more committed to their strategic direction.

Leaders who lack courage simply toe the company line. They follow the safest path -the path of least resistance - because they'd rather cover their backside than lead.
2. Effective Communication "The more elaborate our means of communication, the less we communicate." -Joseph Priestley
Communication is the real work of leadership. It's a fundamental element of how leaders accomplish their goals each and every day. You simply can't become a great leader until you are a great communicator.

Great communicators inspire people. They create a connection with their followers that is real, emotional, and personal regardless of any physical distance between them. Great communicators forge this connection through an understanding of people and an ability to speak directly to their needs in a manner that they are ready to hear.
3. Generosity "A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit." -John Maxwell
Great leaders are generous. They share credit and offer enthusiastic praise. They're as committed to their followers' success as they are to their own. They want to inspire all of their employees to achieve their personal best - not just because it will make the team more successful, but because they care about each person as an individual.
4. Humility "Humility is not thinking less of yourself, it's thinking of yourself less." - C.S. Lewis
Great leaders are humble. They don't allow their position of authority to make them feel that they are better than anyone else. As such, they don't hesitate to jump in and do the dirty work when needed. They won't ask their followers to do anything they wouldn't be willing to do themselves.
5. Self-Awareness "It is absurd that a man should rule others, who cannot rule himself." -Latin Proverb
Contrary to what Dilbert might have us believe, leaders' gaps in self-awareness are rarely due to deceitful, Machiavellian motives, or severe character deficits. In most cases, leaders -like everyone else - view themselves in a more favorable light than other people do.

Self-awareness is the foundation of emotional intelligence, a skill that 90% of top performing leaders possess in abundance. Great leaders' high self-awareness means they have a clear and accurate image not just of their leadership style, but also of their own strengths and weaknesses. They know where they shine and where they're weak, and they have effective strategies for compensating for those weaknesses.
6. Adherence To The Golden Rule +1 "The way you see people is the way you treat them, and the way you treat them is what they become." - Jon Wolfgang von Goethe
The Golden Rule - treat others as you want to be treated - assumes that all people are the same. It assumes that, if you treat your followers the way you would want a leader to treat you, they'll be happy. It ignores that people are motivated by vastly different things. One person loves public recognition, while another loathes being the center of attention.

Great leaders don't treat people how they themselves want to be treated. Instead, they take the Golden Rule a step further and treat each person as he or she would like to be treated. Great leaders learn what makes people tick, recognize their needs in the moment, and adapt their leadership style accordingly.
7. Passion "If you just work on stuff that you like and are passionate about, you don't have to have a master plan with how things will play out." - Mark Zuckerberg
Passion and enthusiasm are contagious. So are boredom and apathy. No one wants to work for a boss that's unexcited about his or her job, or even one who's just going through the motions. Great leaders are passionate about what they do, and they strive to share that passion with everyone around them.
8. Infectiousness "The very essence of leadership is that you have to have a vision. It's got to be a vision you articulate clearly and forcefully on every occasion. You can't blow an uncertain trumpet." -Reverend Theodore Hesburgh
Great leaders know that having a clear vision isn't enough. You have to make that vision come alive so that your followers can see it just as clearly as you do. Great leaders do that by telling stories and painting verbal pictures so that everyone can understand not just where they're going, but what it will look and feel like when they get there. This inspires others to internalize the vision and make it their own.
9. Authenticity "Just be who you are and speak from your guts and heart - it's all a man has." - Hubert Humphrey
Authenticity refers to being honest in all things - not just what you say and do, but who you are. When you're authentic, your words and actions align with who you claim to be. Your followers shouldn't be compelled to spend time trying to figure out if you have ulterior motives. Any time they spend doing so erodes their confidence in you and in their ability to execute.

Leaders who are authentic are transparent and forthcoming. They aren't perfect, but they earn people's respect by walking their talk.
10. Approachability "Management is like holding a dove in your hand. Squeeze too hard and you kill it, not hard enough and it flies away." - Tommy Lasorda
Great leaders make it clear that they welcome challenges, criticism, and viewpoints other than their own. They know that an environment where people are afraid to speak up, offer insight, and ask good questions is destined for failure.
11. Accountability "The ancient Romans had a tradition: Whenever one of their engineers constructed an arch, as the capstone was hoisted into place, the engineer assumed accountability for his work in the most profound way possible: He stood under the arch." - Michael Armstrong
Great leaders have their followers' backs. They don't try to shift blame, and they don't avoid shame when they fail. They're never afraid to say, "The buck stops here," and they earn people's trust by backing them up.
12. Sense Of Purpose "You don't lead by pointing and telling people some place to go. You lead by going to that place and making a case." - Ken Kesey
Whereas vision is a clear idea of where you're going, a sense of purpose refers to an understanding of why you're going there. People like to feel like they're part of something bigger than themselves. Great leaders give people that feeling, by having a clear sense of purpose.
Bringing It All Together
Becoming a great leader doesn't mean that you have to incorporate all of these traits at once. Focus on one or two at a time; each incremental improvement will make you more effective. It's okay if you "act" some of these qualities at first. The more you practice, the more instinctive it will become, and the more you'll internalize your new leadership style.

What other qualities would you like to see added to this list? Please share your thoughts on exceptional leadership in the comments section below, as I learn just as much from you as you do from me.
Watch: Three Tips For Leaders Under 30

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One of the most popular Dilbert comic strips in the cartoon's history begins with Dilbert's boss relaying senior leadership's explanation for the company's low profits. In response to his boss, Dilbert asks incredulously, "So they're saying that profits went up because of great leadership and down because of a weak economy?"

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Transforming transformational leadership | Lesley Hayes | TEDxBrentwoodCollegeSchool

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This talk was given at a local TEDx event, produced independently of the TED Conferences. This talk was given at a local TEDx event, produced independently of the TED Conferences - Entrepreneur Lesley Hayes looks at Transforming Transformational Leadership - Switch OFF: Leadership = Power Switch ON: Transform Transformational Leadership.

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A video that gives individuals tips on leadership and management.

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Learn how to manage people and be a better leader

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Bendermacher, G., oude Egbrink, M., Wolfhagen, I., & Dolmans, D. (2017). Unravelling quality culture in higher education: A realist review. Higher Education, 73(1), 39–60. Retrieved from https://doi-org.easydb.angelo.edu/10.1007/s10734-015-9979-2

Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research (09725814), 18(4), 261–269. Retrieved from https://easydb.angelo.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=132968632&site=eds-live

McClellan, J. L. (2007). The advisor as servant: The theoretical and philosophical relevance of servant leadership to academic advising. NACADA Journal, 27(2), 41–49. Retrieved from https://easydb.angelo.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=eue&AN=27768594&site=eds-live

Munir, H. hinamunnir@gmail. co., & Iqbal, M. Z. zafar. iqbal@umt. edu. p. (2018). A study of relationship between leadership styles of principals and job satisfaction of teachers in colleges for women. Bulletin of Education & Research, 40(2), 65–78. Retrieved from https://easydb.angelo.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=eue&AN=132437712&site=eds-live

Wheat, C. A., & Hill, L. H. . (2016). Leadership identities, styles, and practices of women university administrators and presidents. Research in the Schools, 23(2), 1–16. Retrieved from https://easydb.angelo.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=eue&AN=122019295&site=eds-live

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What it takes to be a great leader | Roselinde Torres | TED

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Book Review: Good to Great by Jim Collins

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Book Review: Good to Great by Jim Collins

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Servant Leadership: How a jar can change the way you lead and serve | Ali Fett | TEDxFondduLac