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By Clare Galicia

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Center for Servant Leadership

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While servant leadership is a timeless concept, the phrase "servant leadership" was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, Greenleaf said:

"The servant-leader is servant first... It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions...The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.

"The difference manifests itself in the care taken by the servant-first to make sure that other people's highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?"

A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the "top of the pyramid," servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.

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What is Servant Leadership? - Greenleaf Center for Servant Leadership

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While servant leadership is a timeless concept, the phrase "servant leadership" was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, Greenleaf said: "The servant-leader is servant first... It begins with the natural feeling that one wants to serve, to serve first.

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Mindtools: Leadership Skills

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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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The Servant Leadership Journey

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While the idea of servant leadership goes back at least two thousand years, the modern servant leadership movement was launched by Robert K. Greenleaf in 1970 with the publication of his classic essay, The Servant as Leader. It was in that essay that he coined the words "servant-leader" and "servant leadership."

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How a jar can change the way you lead and serve

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

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Servant Leader

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"The servant-leader is servant first..."

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Greater Baltimore Medical Center. (2015). What is a Leader?. Retrieved from https://www.youtube.com/watch?v=dtnZYe8fYN4

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www.startwithwhy.com

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What Does Leadership Look Like In The Future Of Work?

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What Does Leadership Look Like In The Future Of Work?

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Jacob Morgan | 2016

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A few months back while I was doing a keynote in Mumbai, I had the pleasure of meeting Dr. N.S. Rajan. Dr. Rajan is the author of a new book, Quote Me if You Can, as well as Group Chief Human Resources Officer and a member of the Group Executive Council of Tata. The Tata group is composed of 100 companies with over 600,000 employees globally. It is one of the largest organizations in the world with companies offering a broad range of services and commodities. Each company has a body and mind of its own, with Tata being the soul.

As Group CHRO, Dr. Rajan works with the CHRO in every company in the Tata group, providing critical leadership and spearheading diversity initiatives. He believes in putting the effort forth to create more effective and better leaders with a concept similar to servant-based leadership. While managers focus on the task to be completed, the process to complete it, and supervising a set of people to get there, the leaders role is more ambiguous. They must envision, set new directions, and inspire and value their team. To be a leader, it is absolutely essential to listen to people and understand their needs.

Leaders at Tata follow a parenting model. They aren't intrusive but rather lend a helping hand in a positive way. Leaders have to learn to exercise power prudently, and to combine passion and compassion. Leadership is evolving due to the changes of the world, such as downturns in economy and technological advances. Organizations must continue to adhere to their values as leadership evolves -- considering ethics when promoting or creating leaders, as well as experience and competence.

What you will learn in this episode:

* How leadership is changing

* The role of leaders

* How millennial leaders are different

* Diversity in leadership

* Important skills and qualities of a good leader

* Trends shaping the future of leadership

* How leadership has changed over the past few years

* Shared vision
Jacob Morgan is a keynote speaker, author and futurist. For more, subscribe to his newsletter or visit TheFutureOrganization.

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What Does Leadership Look Like In The Future Of Work?

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A few months back while I was doing a keynote in Mumbai, I had the pleasure of meeting Dr. N.S. Rajan. Dr. Rajan is the author of a new book, Quote Me if You Can, as well as Group Chief Human Resources Officer and a member of the Group Executive Council [...]

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What is the Biggest Mistake Leaders Make When Working with Others

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What is the Biggest Mistake Leaders Make When Working with Others

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By David Witt, 2016.

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Joshua Fredenburg- International Leadership/Diversity Speaker

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2018 Collegiate Promotional Video of Joshua Fredenburg

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David Simnick| 2016
TEDxCollegeofWilliam&Mary

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Great Leaders Need Authenticity | David Simnick | TEDxCollegeofWilliam&Mary

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Jericho Partners| 2009

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Authentic Leadership-To Thine Own Self Be True

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Authentic Leadership-To Thine Own Self Be True

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Insights Group, 2014.

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Who is Blake Mycoskie? Learn about TOMS Founder Blake Mycoskie, why he started the One for One business model and how TOMS helps improve lives.

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This questionnaire belongs to Fiona Beddos-Jones a UK doctoral candidate

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Authentic Leadership Questionnaire (the ALQ) Survey

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Web survey powered by SurveyMonkey.com. Create your own online survey now with SurveyMonkey's expert certified FREE templates.

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Komives, Lucas, and McMahon. Exploring Leadership. "The Relational Leadership Model." 2007.

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By James MacGregor Burns

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Transforming Leadership By James MacGregor Burns.docx

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Peter Fuda

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By Gavin Wedell

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Transformational Leadership

Becoming an Inspirational Leader

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Stakeholder Management and Power Interest Grid Example

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To learn more about Transformational Leadership, see the article at www.mindtools.com/transformationalleadership. Have you ever wondered just what is it about your leadership style that brings out the best in your people? And have you ever thought about the aspects that might need improvement? What are you going to do about it?

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Transformational Leader

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Transformational Leadership: What is it?

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Transformational Leadership: What is it?

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Investors in People, 2017.

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Transformational leadership is a popular leadership style, particularly in organisations where culture is considered key to employee satisfaction, productivity and success. It's similar to servant leadership, another ethical leadership style, but with key differences. We'll look at transformational leadership, its origins, main features and more.

Transformational leadership definition

Bernard M. Bass, an early theorist of transformational leadership, said that it occurs when "leaders broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purposes and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of the group [PDF]."

Transformational leadership, therefore, focuses on the needs of others, rather than the needs of the leader. In this way it's similar to servant leadership, but differs because in each style the leader has a different focus.

Stone, Russell and Patterson (2004) argue the transformational leader's focus is "directed towards the organisation, and his or her behavior builds follower commitment toward organisational objectives, while the servant leader's focus is on the followers, and the achievement of organisational objectives is a subordinate outcome [PDF]."

Transformational leadership also differs markedly from one of its predecessors, transactional leadership, because it focuses on culture. Transactional leaders do not try and change the culture - they work within the existing status quo - while transformational leaders strive for culture change to drive improvement and performance.

Transformational leadership history: where did it come from?

Broadly speaking, it has its roots in the idea of charisma. Charisma is, of course, an old concept. However, there has been renewed interest in charisma in the past 40 years, underpinned by the idea that employees have been "overmanaged but underled." (Bennis & Nanus, 1985).

This makes sense: transactional leadership emphasises management techniques around compliance, structure, hierarchy, job tasks, reward and punishment, in contrast to more modern leadership techniques like empowerment and inspiration.

Transformational leadership has a much greater focus on leading, rather than managing. It was originally conceptualised by sociologist James Downton Jr and built upon by political scientist James MacGregor Burns, who popularised it in his 1978 book Leadership.

The work by Burns was then further developed by Bernard M Bass, who studied the underlying psychological attributes that make a transformational leader.

Transformational leadership: features and traits of transformational leaders

These are the four dimensions of transformational leadership identified by Bass in 1997:

1. Charisma/idealised influence: to what extent does the leader role model behaviours consistent with the overall vision they have set out and does this role modelling engage employees to move towards the leader and the vision?

2. Inspirational motivation: building a compelling vision for the future, setting clear goals that stretch employees and recognise potential, as well as being positive about employee development.

3. Intellectual stimulation: enabling and compelling employees to look outside their self-interest to the needs of the team and organisation, challenging their mindsets, ideas and beliefs to drive growth and performance, encouraging creativity, collaboration and the pursuit of excellence.

4. Individualised consideration: the transformational leader focuses on the needs, dreams and fears of the individual, knowing that these are key to understanding how to create an environment that empowers employees to perform.

Yukl (1994) offers some practical tips [PDF] for leaders wanting to develop a strong base for their transformational leadership journey:

1. Develop a challenging and attractive vision, together with the employees

2. Tie the vision to a strategy for its achievement

3. Develop the vision, specify and translate it to actions

4. Express confidence, decisiveness and optimism about the vision and its implementation

5. Realise the vision through small planned steps and small successes in the path for its full implementation

Transformational leadership: what are the positive effects?

Generally research is positive on the role of transformational leadership in achieving results. Limsili & Ogunlana (2008), for example, found that transformational leadership helped facilitate both organisational commitment and employee productivity.

Zwingmann et al (2014) found that employees led by a transformational leader have better health than those led by a laissez-faire (apathetic, hands-off) leader. They added that having a clear, shared vision that gives meaning to work is a "health-promoting phenomena" in the workplace.

In terms of specific workplaces, a study looked at transformational leadership in schools and found strong and significant positive effects of transformational leadership on organisational conditions, as well as moderate effects on student engagement.

In terms of relative value, Choudhary et al (2013) found that transformational leadership has a greater effect on organisational learning than servant leadership, which may be explained by transformational leadership's greater focus on goal-oriented behaviour. However, it's hard to say that one leadership style has more value as many commentators accept the dynamic and diverse nature of today's workplaces requires different styles at different times.
What do you think of transformational leadership? A lot of people think it's a progressive, forward-thinking style, but there's some evidence it can lead to a 'dependency' on leaders. Do you agree? Let us know in the comments below!

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Transformational leadership: what is it?

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Transformational leadership is a popular leadership style, particularly in organisations where culture is considered key to employee satisfaction, productivity and success. It's similar to servant leadership, another ethical leadership style, but with key differences. We'll look at transformational leadership, its origins, main features and more. Bernard M.

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Leadership Practices of School Counselors

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Leadership Practices of School Counselors

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Mason, E. and McMahon, H. (December 2009). Leadership Practices of School Counselors. Professional School Counseling. Retrieved by: https://www.schoolcounselor.org/asca/media/asca/LeadershipSpecialist/LeadershipPractices.pdf.

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School Counselors as Program Leaders: Applying Leadership Contexts to School Counseling

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School Counselors as Program Leaders: Applying Leadership Contexts to School Counseling

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Dollarhide, C. (June 2013). School Counselors as Program Leaders: Applying Leadership Contexts to School Counseling. Professional School Counseling. Retrieved by: https://www.schoolcounselor.org/asca/media/asca/LeadershipSpecialist/Dollarshide.pdf.

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Identifying Dynamics of Counseling Leadership : A Content Analysis Study

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Identifying Dynamics of Counseling Leadership : A Content Analysis Study

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The authors synthesized counseling leadership literature to identify themes of counseling leadership. Using an inductive approach to content analysis, the authors analyzed 11 empirical articles, 9 conceptual articles, and 13 leadership profiles. Results yielded 24 emergent leadership themes that were sorted into 3 groups. Findings pave the way for more comprehensive research on counseling leadership and allow for increased intentionality in teaching, training, and practicing counseling leadership.
Mckibben, Umstead & Borders, (2017). https://doi.org/10.1002/jcad.12131

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Borel. (2016).Counseling Connections Leadership. Retrieved from https://www.youtube.com/watch?v=3PAAGyKKqlw.

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School Counselors Leadership Network | Feb 2017

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School Counseling Strategy: Counselors as Educational Leaders

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School Counseling Strategy: Counselors as Educational Leaders

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TexasWesleyan|2012

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School Counseling Strategy: Counselors as Educational Leaders

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21 Responsibilities of the School Leader

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21 Responsibilities of the School Leader

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Ward.S. (2013).

21 Responsibilities of the School Leader Retrieved from https://www.youtube.com/watch?v=xTNUaHcX-Rs

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21 Responsibilities of the School Leader

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Leslie Stein| 2015

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The inner journey to leadership | Leslie Stein | TEDxFremontEastWomen

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Good day, Clare,

I found your padlet to be so well organized, I had never though of using this format before, and it truly helps to sort out all the resources. You chose a great range of informative articles, each sectioned in a way that I could find certain information quickly. I noticed you separated theories based on which ones you felt a connection with. Of the others, do you think you would ever use those theories in the future? Do you feel they have an application in education, or how so?

Thank you for sharing this guide, and I hope you have a great week ahead!

Respectfully,

Michelle Spriggs