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Article- "What are the Different Types of Leadership & Styles "

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Article- "What are the Different Types of Leadership & Styles "

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"A leader is one who knows the way, goes the way, and shows the way" - John C Maxwell
There are multiple types of leadership styles such as Democratic, Bureaucratic, and Autocratic. Choose the type of leader you want to become. If someone asks you, 'what is leadership', what would your answer be? Think carefully before you answer because it will reveal what kind of a leader you are or want to be, and the leadership styles you want to undertake going forward.

There are multiple types of leadership styles. Your personality and the way you want to lead your team will help you realize which of the leadership styles you want to choose from. The longer a person leads teams and processes in a company, the better equipped they will be at understanding the leadership styles that suit them the most.

Understanding the types of leadership and various leadership styles can add a lot of value to the impact that leaders can create on their organizations. Let us first understand what leadership is, followed by the types of leadership, different leadership styles and career opportunities.

What is Leadership?

Leadership refers to the art of motivating people in an organization to work towards a common goal. It is based on ideas that can be a person's own or inspired by other leaders.

Leadership is also an art of communicating these ideas effectively to others and encouraging them to take up responsibilities and grow personally besides leading the company towards growth. Effective leadership is not only inspirational for the self but also for others.

If you also want to become an inspirational and successful leader in the near future, it is important to understand that leaders must have certain critical thinking skills which can help them in directing an organization's resources for better growth prospects. Now, let's skim through the different leadership styles.

Different Types of Leadership

The next few sections will give you insights into the leadership styles you can choose from. It will also give you an understanding of you may want to take to hone your skills.

1. Democratic Leadership

This is as clear as its name. In democratic leadership, the leaders make or break decisions democratically, based on their team's opinion and feedback. Although it is the leader who makes the final call, every opinion counts. This is easily one of the most effective leadership styles since it allows employees to have a voice.

2. Autocratic Leadership

This is exactly the opposite of democratic leadership wherein the opinions of employees are not considered. Leaders with this style expect others to adhere to the decisions they take, which is not a sustainable approach for the long term.

3. Laissez-faire Leadership

Laissez-fire means "let them do". This style is the least intrusive and leaders with this approach ensure that the authority lies with the employees. While this leadership style can empower, it may also limit development, therefore, must be kept in check.

4. Strategic Leadership

Strategic leadership acts as a bridge between the senior team and the employees. Leaders adopting this style ensure that both executive interests and working conditions for the team are stable when a decision is made.

5. Transformational Leadership

This kind of leadership always aims at transforming and improving functions and capabilities. There may be tasks and schedules assigned and leaders following this style may ask employees to push their boundaries constantly. Most growth-minded companies tend to adopt this kind of leadership style.

6. Transactional Leadership

This is a very common leadership style today based on the action-and-reward concept. For instance, an employee or team may receive an incentive or bonus for achieving a target set by the company.

7. Coach-Style Leadership

This leadership style focuses on larger growth while encouraging individual team members to focus on their strengths and talent. Though this is similar to strategic and democratic leadership styles, the focus here is more on the individual.

8. Bureaucratic Leadership

This kind of leadership style goes by the books. Although leaders with this approach do listen to employees and their opinions, they may negate or reject it, in case they go against the company's ethos or policy.

Extensive Training/Leadership Development Programs

Now that we understand the nitty-gritty of leadership, different leadership styles, and other aspects, it is important to understand why you must undertake a leadership development program at some point of your career.

Undertaking a leadership development program will ensure that leaders keep themselves updated and are capable of switching to other leadership styles according to the prevailing circumstances.

An effective leadership program should be a part of everyone's career planning, irrespective of their field. Emeritus offers different leadership courses in collaboration with renowned institutions across the globe.

Ongoing leadership training will help you develop a global perspective coupled with future-ready strategic thinking and data-driven decision-making skills . Here's your chance to boost your growth by learning from the best.

Whether your team is new, transitioning through change, or is under pressure to perform, as a leader in charge of creating value for your organization, refine and build your identity as an effective leader in line with your company's strategic interests and goals. Challenge your established understanding of business management and advance your ability to think strategically of your role as a business leader with this course, designed to empower you to lead your organization confidently.

In today's data-led, digital-driven era, the IDC mantra of "change at the speed of digital" is no longer a choice as customer journeys are increasingly becoming digital. Strongly aligned to making you industry-ready in this evolved digital reality, this course will enable you to lead effective digital business transformation. Become proficient in identifying, developing, and executing digital business strategies to lead a data-driven, forward-thinking organization.

A leadership training program can play a crucial role at a juncture in your career when you feel you are at a critical point of growth in the organization. In addition to the leadership training programs mentioned above, you can explore other leadership courses on our website. Sign up; now is the time to become the next-gen leader.

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What are the Different Types of Leadership & Styles - Emeritus

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"A leader is one who knows the way, goes the way, and shows the way" - John C Maxwell There are multiple types of leadership styles such as Democratic, Bureaucratic, and Autocratic. Choose the type of leader you want to become. If someone asks you, 'what is leadership', what would your answer be?

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Article - "What are the pros and cons of servant leadership?"

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Article - "What are the pros and cons of servant leadership?"

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Getting the best out of your team requires using a variety of management styles . The right style can help build trust , generate results, and motivate team members to action.

That said, the best style of leadership depends on what your goals are and your leadership style. If you have a desire to work toward the greater good or inspire your employees to make an impact, servant leadership might be right for you.

Let's define servant leadership and discuss the model's main principles and pros and cons. We'll also dive into some examples of how this type of leadership can be used to effectively motivate and inspire your team and fits into overall leadership training.

What is servant leadership?

The servant leadership style is based on the idea that leaders prioritize serving the greater good. Leaders with this style serve their team and organization first. They don't prioritize their own objectives.

Employees in a servant leadership environment are more likely to feel that their voices are heard. This makes them 4.6 times more likely to work to the best of their abilities. So what is servant leadership?

The term "servant leader" was first coined by Robert K. Greenleaf in 1970 in the essay "The Servant as Leader." Basically, the servant leadership style was based on the idea that leaders prioritize serving the greater good. Leaders with this style serve their team and organization first. They don't prioritize their own objectives.

Servant leadership seeks to achieve a vision by providing strong support to employees. In turn, this allows employees to learn and grow while bringing their own expertise and vision to the table. This hinges on building influence and authority rather than using control and toxic leadership tactics.

In servant leadership, employees are empowered. But the leader doesn't just disappear.

The servant leader focuses on:

Setting the strategic vision for the company and communicating that down to the team level

Encouraging ownership and extending supported trust to the team

Making sure that the team has the required resources, budget, skills, and attention to make an impact

Providing a framework within which their team can flourish (instead of prescribing them specific directions on each of their duties)

Bottom-up empowerment, which means building their team members' self-confidence, decision-making abilities, and collaboration skills

10 principles of servant leadership

Robert K. Greenleaf established 10 principles of servant leadership. The former president of the Robert K. Greenleaf Center for Servant Leadership, Larry C. Spears, breaks down these 10 principles as follows.

1. Listening: It's important to fully listen to members of the team without interrupting.

2. Empathy: It's important to get to know your team so that you can use empathetic leadership to help them grow.

3. Healing: Members of your team may have trauma from previous toxic work experiences. Help others to create a healthy work-life balance to give them the space to heal.

4. Self-awareness: A servant leader must also recognize their own strengths and weaknesses. This is to understand how they fit within the overall team.

5. Persuasion: Servant leaders can use persuasion and influence instead of just power to get team members to be on the same page.

6. Conceptualization: Servant leaders need to be able to use big-picture thinking. With this, they can conceptualize plans for their team and their organization.

7. Foresight: It's important to use what you and your team learn to improve in the future.

8. Stewardship: Lead by example so that your team can do what you do, not just do what you say.

9. Commitment to the growth of people: You need to allocate time and resources to help people and teams grow. Tools like organizational training, development programs, and growth and transformation coaching can help.

10. Building community: Servant leadership requires building relationships between co-workers. As a result, team members learn to trust each other and become more productive.

7 characteristics of servant leadership

Servant leadership is about empowering your team and helping create a positive work environment. But what does it actually look like? Let's break down the seven characteristics of servant leadership.

1. Teamwork: The team needs to come first.

2. Employee satisfaction: Employee satisfaction and cooperation turn the wheel.

3. Adaptability: Servant leadership varies from revenue-focused sales environments to non-profit organizations that set out to promote social good.

4. Motivation: Servant leaders provide high levels of support to employees, fueling motivation and engagement.

5. Transparent communication: The team trusts a leader who can provide clarity, even in complex, changing situations.

6. Authenticity: Servant leaders need to genuinely care about individual and team development. Leadership much embrace authenticity.

7. Accountability: Ownership activates commitment and purpose. Employees work toward goals they've set for themselves and take responsibility for the results.

Servant leadership vs. traditional leadership

"Servant first" leadership represents the opposite of the traditional leadership model. Traditional leadership is defined as a model of leadership where the leader is seen as the central point of the team. Employees are there to support the leader's efforts to meet company goals.

In contrast, servant leadership puts the needs of others at the forefront. Under this leadership philosophy, the more you invest in serving as a "scaffold" for your employees, the more productive your team becomes.

Here are three more ways that servant leadership is different from traditional leadership:

More inclusive: A servant leader must foster an inclusive culture in their team. Inclusive teams allow every person to build a sense of belonging. This gives them a chance to thrive.

Focused on the team, more than the customer: Servant leaders focus on their team's needs, but this doesn't mean that customers don't benefit. Servant leaders focus on the growth and well-being of the team. As such, they can create high-performing professionals who can serve customers better.

Greater emphasis on ethics: Servant leadership has ethical implications that aren't as prominent in traditional leadership. Servant leaders who behave in an unethical way may cause issues within their team, such as decreased motivation and growth.

What does servant leadership look like in practice?

Successful servant leaders have a genuine desire to serve employees. They're also effective, charismatic decision-makers and clear when they set expectations.

Here are some concrete examples of servant leadership.

1. Being an example - humility, authenticity, and trust

Humility must be the foundation of your leadership. If you speak out of superiority and power, your subordinates will do what you say out of fear. Instead, your actions and words should be a credible and genuine model to follow.

2. Showing why the work is essential - awareness and purpose

In the mechanism of a clock, each part is crucial. The same goes for any team. Each employee is essential to the team's operation.

Making sure this message reaches employees can increase their motivation. It can also enhance their performance.

One way to do this is by talking explicitly about the downstream impact of their work. You can show them the impact both inside the company and out.

Talk less about numbers and metrics and more about the person or people who'll use and build on what they've done. Always link their specific achievements to wider organizational goals. This fosters a deeper connection to the company's mission.

Most importantly, recognize the good work they are doing. Many workers consider recognition of their achievements to be the most important aspect of a role.

3. Encouraging collaboration - community-building and commitment

As a servant leader, you're the engine that generates a sense of community and teamwork.

Increase collaboration by encouraging employee commitment to each other. You can also encourage them to delegate responsibility. Finally, you can involve team members in decision-making processes.

For example, ask them what they'd like to do on that new project or how they think they can add value to their work. The key here is to be patient and take the time to do this. It can be so tempting in today's busy world to just get through the day without caring for your employees and their needs - but servant leaders are different.

4. Supporting the team's growth and development - foresight and resourcefulness

Identifying and anticipating the needs of employees is a major aspect of the servant leader's role.

For example, when assigning project duties to each team member, make sure you provide the resources or the ability to procure them. Act from a service-first mindset, and you'll truly empower them to accomplish their tasks.

5. Caring for the members of the team - empathy and compassion

Similarly, the servant leader will cultivate a friendly environment. In this environment, employees should feel comfortable. They shouldn't feel threatened by expressing specific complaints or asking questions.

In this context, it seems especially important to favor empathy and understanding. For example, when your employee comes to you with a complaint about a coworker, you don't dismiss it because you're busy. You take the time to help them work through the conflict and ultimately resolve it. You're compassionate.

6. Asking for feedback - listening skills

Promote a sufficient level of relationship with the employee that favors active and close listening. A servant leader asks open-ended and follow-up questions as a matter of course, not just when something's wrong. They're receptive to feedback - they don't just give it.

Pros and cons of servant leadership

The servant leadership style can amp up an employee's motivation and courage to be more creative and innovative. This is because leaders give ownership and some control to employees. Doing this can:

On the other hand, getting it right takes time, energy, and skill.

Getting to really know people, their motivations, and areas of growth takes time. It takes time to translate a vision into clear objectives and priorities. It also takes time to communicate this vision clearly to the team. The results don't happen overnight. It's not easy.

Let's examine the main pros and cons of this leadership style.

Pros of servant leadership

The characteristics of success are well-defined

Builds deeper, trust-based relationships

Encourages greater ownership and responsibility

Encourages innovation, curiosity, and creativity

Develops a people-focused culture

Delivers a significant positive impact on company performance

A strong method for ensuring decisions are made in the best interests of the company

By serving the employees of a company, you are serving the customer

A high level of internal staff growth

Develops future leaders

Boosts morale across teams

Leaders earn respect from team members

Employees feel more valued and appreciated in the workplace

Improves pride in work

Cons of servant leadership

The concept can be difficult to communicate

Can be more time-consuming for leaders

Can be difficult to attain - it's a constant journey rather than an end goal

Requires a high level of authenticity that can be difficult to achieve

Retraining existing leaders as servant leaders can be tough and time-consuming

Some may perceive servant leaders as weak or ineffective

The formal authority of the leader may be diminished

Team members are expected to make a decision, but they might not have a strong understanding of the big picture

Different leadership styles across teams can cause confusion

Employees may not have the necessary confidence to take charge and drive the business forward

The initial speed of decision-making is slower due to high team involvement

Potential for misalignment among team

It may be out of sync with corporate performance management and incentive systems

Decreased motivation and resourcefulness when the leader intervenes to fix issues for the team

How to become a "servant first" leader

Servant leadership is a transformational leadership style, but it takes some practice. Here's where you can focus your efforts to embody servant leadership characteristics.

1. Build strong communication skills

Servant leadership theory is built around getting the most out of your team. To do that, you're going to need to be able to communicate organizational objectives and missions clearly. This is so that they are properly equipped to make wise decisions.

Working on communication skills such as conciseness, body language, and clarity will help you achieve this.

2. Improve your listening skills

Communication isn't all about what you say, though.

This management style is all about hearing your team members' points of view. Practice your active listening skills to really understand their decision-making process.

3. Develop empathy

Empathy is crucial in a leadership role. It's especially important for servant leadership. Empathy means being able to put yourself in another person's shoes. It allows you to see things from their perspective.

This is a vital skill to practice if you're looking to become a transformational leader.

4. Work on your self-awareness

Charismatic leaders may be charming and great at communicating their ideas. But it's important that they are also strongly aware of their own limitations.

Developing your self-awareness means noticing how you act and what you say and the impact it has on those around you. Part of this is also recognizing where your actions don't align with your ideal vision of yourself and determining a clear path to rectify this.

5. Learn to use your influence for good

Persuasion is a part of being a good leader. It means being able to convince others that your thinking is the right path.

This skill might be seen as a slightly different leadership style from servant leadership. But there's a place for persuasion as a servant leader.

Here's an example. If your team is divided on an issue, you may need to bring your skills of persuasion and influence into play to land on a unanimous decision.

6. Start putting others first

An autocratic leader is one who looks out for themselves primarily. That's the opposite of the servant leadership model.

To be an effective leader, it's important to develop your selflessness. This means you look out for the goals and well-being of others before you think about your own goals.

Of course, there's a line to respect. You still need to look after your own well-being. But the point is to deprioritize your own agenda.

Doing so will improve employee engagement, which is a factor known to increase employee performance by as much as 73%.

7. Keep the organization's goals in mind

The servant leadership approach still centers around achieving organizational goals. This is true even while prioritizing team engagement.

As such, it's important to keep these goals in mind. Don't let the interests of any individual move the needle to a point where you are no longer following these objectives.

Your job as the leader is to guide the team toward a decision that makes sense with the company's vision in mind.

8. Learn how to develop others holistically

Other leadership styles have different approaches to developing employees. Usually, the goal is to improve employee efficiency and productivity. This is true for democratic leadership or autocratic leadership.

Efficiency and productivity are still important under the servant leadership model. But it's just as crucial to coach each team member so they can develop better:

Decision-making skills

Communication skills

Big-picture thinking

Developing your direct reports more holistically will improve team capabilities. It can also increase employee engagement.

Engagement is great, not only from their perspective (as they feel more fulfilled by their work) but also from the viewpoint of the company. Businesses simply measuring employee engagement have been shown to increase profits by as much as 24%.

Employ servant leadership at any level

It's not necessary to have a highly influential role in your company to start practicing the servant leadership style. But it's a practice that has a huge impact on employee well-being and engagement.

Lead projects by supporting the rest of your colleagues, addressing their needs, and providing resources and support. This can create positive results at any level.

Practice your communication skills, develop empathy, work on your self-awareness, and be sure to focus on developing your employees more holistically. Do this, and you'll be well on your way to becoming a capable and effective servant leader.

Need someone to speak with about your servant leadership development journey? Request a custom demo to speak with a coach.

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Servant Leadership: Definition Plus Benefits and Drawbacks

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Servant leadership is all about prioritizing the greater good over your agenda. Learn how this style of leadership can help you empower your team.

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Article-"WHY YOU SHOULD HAVE A WRITTEN LEADERSHIP PHILOSOPHY"

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Article-"WHY YOU SHOULD HAVE A WRITTEN LEADERSHIP PHILOSOPHY"

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Article - "Leadership philosophy – 8 philosophies of great leaders"

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Article - "Leadership philosophy – 8 philosophies of great leaders"

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Want to know how to set your leadersgip philosophy? In this post, we deep dive into leadership philosophies for entreprenuers and managers.

Leadership philosophy

A leadership philosophy refers to an individual's belief system, principles, and sentiments that they use to lead others. Having a leadership philosophy not only promotes individual success but also helps in creating a predictive working environment for everyone. In this article, we will learn more about leadership philosophy.

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A leader is someone who is capable of influencing a bunch of people into working towards a common goal. They set a direction, build an inspiring vision, and create something new. They help others and themselves do the right thing. A great leader exudes self confidence.

What is a leadership philosophy?

A leadership philosophy is a structured approach of how a leader should behave and the sources of their power. Leadership philosophy is a way of thinking and behaving. A well laid leadership philosophy is the key to successfully run a team, organization, or business.

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8 leadership philosophies

Knowing your leadership philosophy is important as it determines how you affect those who are working under your leadership. Ready to know which leadership philosophy suits you the best? Here are eight common leadership philosophies with their own pros and cons. Pick the one which suits your needs and personality:

1. Democratic leadership philosophy

Democratic leadership philosophy is the leadership philosophy based on public democracy - the decisions are made by the leader based on the input of each team member. Although the final decision is in the hands of the leader, each team member has an equal say on the project's direction.

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2. Autocratic leadership philosophy

Autocratic leadership philosophy is the leadership philosophy that works in the opposite manner of democratic leadership philosophy - the leader takes decisions without taking any inputs from the team members. Employees are neither consulted nor considered prior to a change in project's direction and are expected to adhere to the leader's decision.

3. Laissez-faire leadership philosophy

The french term "Laissez-faire" translates to "let them do". Leaders who follow Laissez-faire leadership philosophy put all their trust in their employees and give them the authority to take major decisions. It is the least intrusive form of leadership. Leaders make no major policies around work hours or deadlines.

4. Strategic leadership philosophy

Strategic leadership philosophy is a preferred leadership style in many companies as it supports multiple types of employees all at once. However, it might sometimes get difficult as leaders are unable to keep a balance between what is best for the company and supporting everyone's ideas.

5. Transformational leadership philosophy

Transformational leadership philosophy is based on leaders constantly pushing their employees to work out of their comfort zone. This is a highly encouraged form of leadership amongst growth-minded companies because it motivates employees to see what they are capable of doing. This philosophy is always transforming and improving upon the company's conventions.

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6. Transactional leadership philosophy

A transactional leadership philosophy is fairly common today. In this arrangement, leaders reward their employees for precisely the work done by them. When working under such a philosophy, incentives are provided to encourage people to quickly master the job. Transactional philosophy helps in establishing roles and responsibilities for each employee.

It's a good idea to choose meaningful commemorative gifts for your employees. On gs-jj.com, There are all kinds of customized gifts about the company, such as challenge coins, medals, enamel pins, cufflinks, and more. The company's brand name and logo pattern can be customized on the product as a recognition gift or even a keepsake to boost their confidence and foster their motivation.

7. Solution-based leadership

Solution-based leadership philosophy is about collectively focusing on the positive vision of the future. This happens when both leaders and followers collectively dedicate their time and attention towards identifying and implementing solutions. In such leadership, leaders are focused on the problems and bringing attention towards the right solutions.

Learning leadership philosophy is a leadership philosophy where leaders put learning and teaching at the top of their priority. They promote the culture of continuous learning, use data and evidence to make decisions and set priorities. Learning leadership creates a learner-centered environment in an organization to encourage continuous improvement.

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How to describe your leadership style?

To describe your leadership style, you must know the answer to two simple questions. The first question is to understand what type of leader you are. And, the second part is whether you have the ability to communicate that leadership style. Dig further and find out why that particular leadership style works for you or holds value to you.

Based on your prior work experience, finding your leadership style will not be difficult. There are a lot of leadership styles discussed above, you can either be one of them, a combination of them, or determine a completely new one.

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How to define personal leadership philosophies?

To define our personal leadership philosophies, we must first think of how we are planning to transform the current organizational culture. It could be in the form of new policies, new ideas, new thought processes, thinking differently, new models, etc. The leader must think of the next step for the company and how to bring that into reality.

Defining personal leadership philosophy is critical as it helps in giving you consistency and connects with your work. It also gives direction to people working under your leadership. It becomes your true north and keeps you from losing direction.

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Important values of a leader

If you're an aspiring leader who is intent on transforming and improving organizational culture, finding the right values for yourself might seem a little daunting. Here are top 10 leadership values that you must foster in order to become a leader that brings positive change and inspires people around them:

Communication as a driving value

Positive reinforcement and influence

Empathy to build and sustain relationships

Humility to become a better leader

Demonstrate respect

Patience for those with long-term goals

Resilience has tangible positive outcomes

Honesty and transparency at the center

Accountability or taking responsibility

Integrity

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Leadership philosophy examples

Leadership philosophy can vary from one leader to the other. One must take time to understand which kind of leadership style suits them the best based on their needs and personality. Let us look at the examples of different leadership philosophies to understand the differences better.

1. Transformational leadership by example

Example of transformational leadership philosophy:
I believe in constant change to move forward. I will improve the performance of my team by providing guidance and inspiration. I intend to bring the best out of my team by setting achievable goals and helping them overcome challenges.
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2. Transactional philosophy of leadership examples

Transactional philosophy is an incentive based philosophy. Let us look at an example:
I intend to motivate my team by giving them incentives for the work done by them. I believe in motivating my team with rewards and then letting them work on their own.
3. Strategic leadership philosophy statement

Here is an example of strategic leadership philosophy:
I believe that everyone who is part of my duty has a specific duty to perform. I intend to maximise the productivity of each individual by setting goals and deadlines in advance. I will keep my focus on high-level company needs.
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4. Leadership personal statement examples

Here is a leadership personal statement example:
I firmly believe that communication is one of the key factors in effective leadership, which is why I will focus on listening to honest feedback and encourage team members to communicate with honesty. I will lead with integrity and support my staff wholeheartedly.
5. Real life example of leadership

A good real life example is when Steve Jobs invented the iPods and iPhones. It is a testament to the brilliance of Steve Jobs and Apple. This example talks about leadership being ahead of the curve and the forward thinking nature of leaders to contribute to success.

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6. Leadership vision examples

Let us look at an example of leadership vision statement:

I want to help my organization grow and achieve its goals. I wish to develop a good relationship with my team members and motivate them to achieve their full potential. I will put efforts to bring solutions to problems.

7. Personal leadership philosophy sample

An example of personal leadership philosophy by a CEO:
I set achievable and measurable goals for my team members. I find ways to improve office culture and create a positive working environment. I applaud communication, trust, and integrity under my leadership. I disapprove of negligence of work and duties.
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8. Examples of leadership philosophy statements

Example depicting personal leadership philosophy:
To me leadership means loyalty, courage, and respect for all human beings. As a leader I should be loyal to my team and my organization as well. I should lead by example, communicate clearly, and exhibit a strong work ethic.
9. Democratic leading examples

Example of Democratic leadership philosophy:

I intend to take opinions from all my team members and share responsibility. I respect my team, will listen to their ideas and take them into consideration while bringing new policies in the system. I will behave with empathy, kindness, and thoughtfulness.

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10. Educational leadership philosophy examples

Example of Educational leadership philosophy:

I have dedicated myself to improve the educational experiences of people under my leadership. I believe constantly learning is the only way of moving ahead and improving team productivity. I will strive to create an education-based environment for continuous improvement.

11. Autocratic leadership practices examples

The example of autocratic leadership philosophy:
I believe I am best suited to take decisions for my entire team. I am capable of inspiring the team and leading them through actions. I will guide my team by giving them instructions and action to meet the company goals and objectives.
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Popular beliefs about leadership

Popular beliefs about leadership that great leaders must adhere to:

Vision - A leader must provide a purpose to his/her people to let them know why their efforts matter.

Trust - Leaders must be fair and consistent as people should be able to trust their leaders.

Integrity - A leader must be accountable for his/her actions and shouldn't shy away from taking responsibility.

Communication - Under a good leadership, people must be encouraged to put forth their ideas and opinions. They should be given equal opportunity to communicate.

Responsibility - Leaders must know how to keep commitments in order to have dedicated employees.

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Leadership philosophy - 8 philosophies of great leaders [with templates]

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Want to know how to set your leadersgip philosophy? In this post, we deep dive into leadership philosophies for entreprenuers and managers. A leadership philosophy refers to an individual's belief system, principles, and sentiments that they use to lead others. Having a leadership philosophy not only promotes individual success but also helps in creating a predictive working environment for everyone.

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Article- "School Counselors’ Emotional Intelligence and Its Relationship to Leadership"

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Article- "School Counselors’ Emotional Intelligence and Its Relationship to Leadership"

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In this investigation, we examined the relationship between emotional intelligence, leadership self-efficacy (LSE), self-leadership, and leadership experiences among a sample of practicing school counselors. School counselors who reported higher levels of emotional intelligence also reported greater LSE, self-leadership, and leadership experiences. We discuss the implications of these findings for the practice of school counseling and potential future research on school counselor leadership.

Journal Information

Professional School Counseling, the flagship journal of the American School Counselor Association, is a rigorous peer-reviewed journal that publishes high-quality manuscripts on theory, research and best practices for the profession. Also explored are techniques, materials and ideas to assist school counselors and related practitioners at all levels in their professional development. The journal's foci strengthen the bonds among school counselors and help maintain a shared awareness of the roles, problems and progress of school counseling across various settings and levels.

Publisher Information

Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company's continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com

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School Counselors' Emotional Intelligence and Its Relationship to Leadership on JSTOR

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In this investigation, we examined the relationship between emotional intelligence, leadership self-efficacy (LSE), self-leadership, and leadership experiences among a sample of practicing school counselors. School counselors who reported higher levels of emotional intelligence also reported greater LSE, self-leadership, and leadership experiences.

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Article- "What Is Emotional Intelligence? The Ability to Perceive, Evaluate, Express, and Control Emotions"

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Article- "What Is Emotional Intelligence? The Ability to Perceive, Evaluate, Express, and Control Emotions"

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Emotional intelligence (EQ or EI) is the ability to perceive, express, and regulate emotions. Learn the role that emotional intelligence play in relationships and other areas.

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Article - "Emotional Intelligence for School Leaders"

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Article - "Emotional Intelligence for School Leaders"

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Developing emotional intelligence in school leaders is critical to meet the needs of a staff that is engaged in developing a common vision for their school, maintaining a focus on high achievement for all students, and creating a school culture of trust and respect. An overwhelming body of research is clear that school culture and ethos can increase engagement, productivity, and accelerate student learning. Great school leadership and positive school culture matter. One is not more important than the other, nor can either exist independent of each other.

Over the past decade, we have called for principals to be instructional leaders, lead learners, learning leaders, managers, data gurus, and hiring experts, among many other duties. However, the field of education has been slow to recognize the importance of emotional intelligence as a key skill for principal success. Michael Fullan, one of the leading authorities on educational leadership, has indicated that the future of the school administrator in the 21st century appears to be tied more closely than ever to establishing successful and harmonious relationships. Well, the future is now! We can no longer ignore the importance of emotional intelligence for school leaders and the impact that leadership has on school culture.

Emotional intelligence, or EI, can be defined as an "ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to use this information to guide one's thinking and action" (Salovey & Mayer, 1990, p.189). Fullan (2001, pg.74) stated, "In a culture of change, emotions frequently run high," and added that emotional intelligence, creating successful relationships, and leading change will be the responsibility of all future principals.

Since 2007 I have been supporting, coaching and working with school leaders and emotional intelligence. Recently, I had the opportunity to facilitate a Leadership Academy in Hattiesburg, Mississippi and a Principal Conference in Austin, Texas focused on emotional intelligence and school leadership. During the workshop school leaders shared challenges they have faced, explored strategies for dealing with emotions and participated in role play of introducing a new initiative. Here are five key strategies and takeaways from the day that can help all school leaders improve their EI:

1. E + R = 0. This success formula, inspired by the work of Jack Canfield, is one of the most important strategies to apply every day at work and in your personal life. The E stands for Event, the R for Response and the O equals Outcome. We can never control or change the events in our life. However, our outcomes will depend on our responses to these events. Some responses are disciplined, purposeful and thoughtful that lead to great outcomes. Other reactions (not responses) are impulsive and irrational and lead to poor outcomes. What is even more alarming, as leaders our responses or reactions become others' events! We need to be in more control and not let our emotions hijack us to get the outcomes that we desire.

2. Demonstrate and communicate empathy. Empathy is one of the most important dispositions of successful leaders. The ability to demonstrate and communicate empathy is a skill. When presenting to groups of school leaders, I usually show a short clip of President Reagan's speech to the country shortly after the Space Shuttle Challenger explosion. The "Great Communicator" speaks slowly, sincerely, displays empathy, and connects with the millions of Americans who were watching in their living rooms that evening. His mannerisms, gestures, voice, and tone communicated nothing but empathy for the families of the astronauts, NASA, and all Americans.

3. Differentiate between opinions and feelings. If a principal asks her staff, "How do you feel about the new school schedule?" she's likely to hear opinions-it cuts into instructional time, there is not enough time for teacher planning and collaboration, etc. An emotionally intelligent school leader probes further, encouraging staff to share their emotions about the situation and why they feel that way. Educators may feel afraid that the new schedule won't allow them to be as effective, or sad that they weren't teaching their favorite class anymore, or angry that their individual planning time had been reduced. Leaders with strong EI are able to differentiate between opinions and feelings, and empathetically and specifically address each person's concerns. Emotions can be intense, disruptive, de-motivating, motivating, exhilarating, positive, and negative, and they can challenge the leadership abilities of any person.

4. Identify "triggers" that can hijack your emotions and prevent you from being your best. We all have things that test our patience. It is only human. When a leader is aware of those triggers, they are better prepared to control their emotions and behaviors. We coach school leaders to be prepared to "respond" to events and not "react" to them.

5. Separate logic from emotions. Debate and question. Pause before acting. People are not creatures of logic, but creatures of emotion. Imagine that you get an unexpected message from the superintendent or a school board member requesting that you call them back immediately. The emotional part of the brain responds quickly, "What's wrong? Did I not handle something properly? What problem am I going to be asked to take care of?" Our emotional response is meant to protect us, but it can also challenge our ability to stay under control in stressful situations. We have all probably regretted hitting "Send" on an email that was written quickly in an angry or anxious state. This goes back to E = R = O. Press pause, get control of your emotions and take some time to think logically about the situation and your response. This pause, coupled with an appropriate response will help reduce the potentially negative consequences of acting on emotion.

6. Balance patience and persistence. Be empathically assertive. Richard Dufour once shared, "If you wait for everybody to get on the school improvement train, that baby will never leave the station." We have also learned that to go fast, go alone, but to go far, go together. Balancing patience and persistence is an art for the emotionally intelligent leader. It's important for school leaders to know when to nudge, push, pull, pause, and change course, if needed. Skillful leaders constantly have their hand on the thermostat and know when to turn the temperature up or down in leading school change. Some leaders mistakenly think they have high EI because are sensitive and have feelings. Rather, emotional intelligence means being attuned to the feelings of others.

Emotional intelligence is a critical skill for school administrators to build trust, increase staff engagement, and create a culture where teaching and learning thrive. For leaders to navigate the complex environment of education today, they need feedback and support to not only improve their skills as instructional and learning leaders, strong collaborators, and effective communicators, but also how to deal with the emotions of others as well as their own.

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Emotional Intelligence for School Leaders - EPIC Impact Education Group

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Developing emotional intelligence in school leaders is critical to meet the needs of a staff that is engaged in developing a common vision for their school, maintaining a focus on high achievement for all students, and creating a school culture of trust and respect.

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Article - "What is the Difference between Leader and Manager?"

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Article - "What is the Difference between Leader and Manager?"

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Emeritus - Online Certificate Courses | Diploma Programs

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There are many notions as to what a leader is, as opposed to the manager - insightful, inspiring, and intuitive rather than directing, controlling, and commanding. However, in real life, it is hard to distinguish between a leader and a manager.

Nevertheless, over the years, many industry experts have tried tooth and nail to differentiate the roles and responsibilities of managers and leaders, and many have succeeded in it too. So, here we have pointed out the key differences between managers and leaders that would make it easy to understand the difference between them.

What's the Difference Between Leaders and Managers?

Leaders and managers share some essential characteristics; however, many dissimilarities make them distinct. While leadership is about building a vision for people to follow, management is looking after the day-to-day operations of a business. So, here are some more differences between leaders and managers.

Leaders have missions to accomplish

Managers are goal-oriented

Leaders challenge the status quo

Managers maintain or try to achieve the status quo

Leaders are unique

Managers mimic their competitors

Leaders take risk

Managers avoid taking risk

Leaders are willing to learn and grow personally

Managers perfect existing, proven skills

Leaders build relationships

Managers focus on goals and objectives

Leaders coach people to become a better version of themselves

Managers direct people to achieve the company goal

Results of leadership are intangible

Results of management is measurable

Leadership is qualitative

Management is quantitative

Leaders have fans

Managers have employees

What Are the Traits a Leader Possesses?

Leaders are individuals who may not possess or display power; instead, they would use human assistance to accomplish a goal. A great leader is someone who can do this day after day, and year after year, under any circumstance.

Here are some of the effective leadership skills and personality traits every leader must imbibe to become successful:

1. Passionate: Leaders are people with a plan. They have their eyes set on the goal and therefore work hard towards achieving them. They also motivate others to achieve their goals by guiding and directing them.

2. Virtuous: A good leader should be transparent with his people because honesty reduces miscommunication and internal feuds in the team.

3. Empathetic: A leader should be an empathetic being as it will help them in developing a strong bond with their team. Furthermore, being empathetic toward others will help a leader to address and solve the problems and complaints of their team members.

4. Communication skills: Leaders possess great communication skills. They are transparent with their team and share failures and successes with them.

5. Open-mindedness and creativity: A good leader is someone who is open to new ideas and accepting of other people's perspectives. Being a good and effective leader means understanding that there is no right way to do things. Therefore, a good leader is always ready to listen, observe, and be willing to change. They are also out-of-the-box thinkers and encourage their team to do so.

What Are the Traits a Manager Must Possess?

A manager is the backbone of any business. They are responsible for the smooth functioning of the business. A manager's responsibility ranges from monitoring day-to-day business activities to scouting human resources. To undertake these difficult tasks, a manager must possess some unique personality traits. Here are some of the effective management skills and personality traits of a successful manager.

1. Control: A manager is responsible for monitoring daily business transactions. So, they need to be controlled to ensure desired results.

2. Team-oriented: A good manager must address the issues of his team. He should motivate them to do their best in any circumstances. They must implement the right work ethic and culture in the team and ensure everyone follows it.

3. Good communicator: A good manager must strive to become a good communicator. Managers are the key between top-level management and low-level management; therefore, they need good interpersonal skills to avoid conflict in the company.

4. Dependable: A manager should be easy-going and dependable; this characteristic allows employees to trust and depend on you.

5. Process management: Managers are responsible for introducing the right work culture and ethics in the company. Therefore, a manager must be someone who has a clear vision and understands the goals of an organization.

Though there is no litmus test to determine if someone is a manager or leader, however, a few differences between an effective leader's and a manager's personality traits mentioned above make the line of distinction between them clearer. Now, let's move to the ways in which the effectiveness of leadership and management can be measured and understood.

How to Measure Effective Leadership?

Your team's code of conduct and culture is a great variables to measure effective leadership. For instance, many members in your team take frequent leaves or are disengaged and disgruntled. Then you might be an inefficient leader. Similarly, if any of your team members is demotivated and feels they are not progressing in their career, you may want to reconsider your leadership skills.

How to Measure Effective Management?

Effective management can be measured with the quantity and quality of output, and adherence to budgets, among other things. If your team is failing at producing the desired results constantly, then it is time to change your managerial style. You can work with your team to understand the areas you are failing as a manager and try to make changes accordingly. Or else you can consider taking short learning programmes to hone your managerial skills.

Emeritus India offers world-class executive education to working professionals from different parts of the world. We have partnered with institutes like the Indian Institute of Management (IIM) Calcutta, IIM Lucknow, Indian School of Business (ISB) to create high-impact executive education programmes. There are many leadership and management courses offered by Emeritus that will give your career the boost it requires.

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What is the Difference Between Leader and Manager | Emeritus India

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There are many notions as to what a leader is, as opposed to the manager - insightful, inspiring, and intuitive rather than directing, controlling, and commanding. However, in real life, it is hard to distinguish between a leader and a manager.

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Article - "Importance of an Effective Principal-Counselor Relationship"

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Article - "Importance of an Effective Principal-Counselor Relationship"

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Article - "School Counselor Burnout: Job Stress, and Job Satisfaction by Student Caseload"

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Article - "School Counselor Burnout: Job Stress, and Job Satisfaction by Student Caseload"

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Article - "Responding to the Youth Mental Health Crisis in Schools"

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Article - "Responding to the Youth Mental Health Crisis in Schools"

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School counselor retention was already a problem before the COVID-19 pandemic, according to mental health experts. They said it's only gotten worse in recent years.

Nicole Cortes, Zioni Moore and Whitney Souffrant

On a typical school day at Miami Lakes Educational Center, kids rush to and from classes as others gather to eat in the cafeteria. Gabriella Fuster, an 18-year old senior, enters the bathroom. She walks into a stall and closes the door behind her.

Then she cries.

"I'll hide in there for a good 10, 15 minutes," Fuster said.

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How a counselor shortage is hurting students struggling with anxiety, depression

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Nicole Cortes, Zioni Moore and Whitney Souffrant On a typical school day at Miami Lakes Educational Center, kids rush to and from classes as others gather to eat in the cafeteria. Gabriella Fuster, an 18-year old senior, enters the bathroom. She walks into a stall and closes the door behind her.

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The trait model of leadership is based on the characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness.

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Article- "Trait Theory vs Process Theory"

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Article- "Trait Theory vs Process Theory"

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Early ideas about leadership, described by the Great Man theory, focused on the innate qualities of individuals. In the 1950s, leadership theory focused on the situational interaction of traits, then in the 1970s personality and behaviour dominated.

The current theory, known as trait theory, focuses on five major leadership traits of intelligence, self-confidence, determination, integrity and sociability.

Trait theory

The trait theory of leadership suggests that certain inborn or innate qualities and characteristics make someone a leader.

These qualities might be personality factors, physical factors, intelligence factors and so on. In essence, trait theory proposes that the leader and leaders' traits are central to an organisation's success. The assumption here is that finding people with the right traits will increase organisational performance.

Trait theory focuses exclusively on the leader and neglects the follower.

Adapted from Kotter (1990: 3-8)

Applying the trait theory

One of the applications of the trait approach is that by participating in various tests, candidates can benchmark and assess how strong or weak they are in terms of leadership skills.

In doing so, this can provide direction for future action plans. Based on this theory, tools and instruments have been developed that enable individuals to appraise their potential to better their performance.

Some organisations use personality tests to find the 'right' people with the 'right' traits, using tools such as the Myers Briggs test and Leadership Trait Questionnaire (LTQ).

Process theory

In contrast, process leadership suggests that leadership is an event that depends on the interaction between the leader and the follower.

Process theory makes leadership available to everyone, rather than restricting it to people with special qualities only. As a process it can be observed, learned and trained (Northouse 2018: 7).

Adapted from Kotter (1990: 3-8)

References

Kotter, J.P. (1990) A Force for Change: How Leadership Differs from Management. New York: Free Press, 3-8

Northouse, P.G. (2018) Introduction to Leadership: Concepts and Practice. Los Angeles: SAGE

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Early ideas about leadership, described by the Great Man theory, focused on the innate qualities of individuals. In the 1950s, leadership theory focused on the situational interaction of traits, then in the 1970s personality and behaviour dominated. The current theory, known as trait theory, focuses on five major leadership traits of intelligence, self-confidence, determination, integrity and sociability.

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Article- "Understanding the Trait Theory of Leadership"

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Article- "Understanding the Trait Theory of Leadership"

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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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maetrix | Emotionally Intelligent Leadership

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See also Leadership Styles

Introduction
The capability of people to perform the work or job that they do falls into three areas:
Technical skills - which includes technical expertise e.g. accountancy skills.
Intellectual capability - which is commonly known as IQ, or cognitive abilities.
Emotional capability - often referred to as emotional intelligence or EI.
Whilst a significant amount of information, research and education exists in the fields of technical skills and intellectual capability, the area of Emotional Intelligence remains largely untouched.

What is Emotional Intelligence?
Emotional intelligence is the ability to recognise, understand and manage emotions in ourselves and others.
Emotional Intelligence is divided into the four clusters of Self-Awareness, Self-Management, Social Awareness and Relationship Management (often been referred to very broadly as "people skills" in years gone by).

Daniel Goleman, a leader in this field, has identified that successful managers and leaders possess a high percentage of emotional intelligence. By successful we mean those who have;
Achieved better financial results,
Developed more effective and supportive organisational climates or culture and
Achieved higher productivity gains with their workforce.
Goleman's (1998) findings also indicated that Emotional Intelligence contributes 80 to 90% of the competencies that distinguish outstanding leaders from average leaders.

The behaviours identified include;
the ability to recognise and understand their own moods, emotions and drives as well as their effect on others;
the ability to control or redirect disruptive impulses, moods and to think before acting;
the passion to work for reasons beyond money or status and the propensity to pursue goals with energy and persistence;
the ability to understand the emotional makeup of other people and the skill in treating people according to their emotional reactions; the proficiency in managing relationships, building networks and the ability to find common ground and build rapport.

EI on the other hand can be learned at any age. Growing your competency in EI is not easy or quick, as it takes perseverance in the process of critical self-evaluation, commitment to improvement and of course behavioural practice.

It is also important to note, that competence in Emotional Intelligence does not necessarily increase with age as you might expect. Some people may learn from life's experiences, but many do not.

Emotional Intelligence

Figure 1. Goleman's Emotional Intelligence Model (2002)

Self-Awareness:
The core of Emotional Intelligence is self-awareness. Self-awareness is comprised of three competencies;
emotional self-awareness, where you are able to read and understand your emotions as well as recognise their impact on work performance and relationships;
accurate self-assessment, where you are able to give a realistic evaluation of your strengths and limitations;
self-confidence, where you have a positive and strong sense of one's self-worth.
The starting point and key in these areas is the ability to be critically self-reflective.

Self-Management:
Self-management is comprised of five competencies;
Self-control, which is keeping disruptive emotions and impulses under control;
transparency, which is maintaining standards of honesty and integrity, managing yourself and responsibilities;
adaptability, which is the flexibility in adapting to changing situations and overcoming obstacles;
achievement orientation, which is the guiding drive to meet an internal standard of excellence;
initiative, which is the readiness to seize opportunities and act.

Social Awareness:
Social Awareness is comprised of three competencies;
empathy, which is understanding others and taking an active interest in their concerns;
organisational awareness, which is the ability to read the currents of organisational life, build decision networks and navigate politics;
service orientation, which is recognising and meeting customers needs.

Relationship Management:
The Social cluster of Relationship Management is comprised of seven competencies;
visionary leadership, which is inspiring and guiding groups and individuals;
developing others, which is the propensity to strengthen and support the abilities of others through feedback and guidance;
influence, which is the ability to exercise a wide range of persuasive strategies with integrity, and also includes listening and sending clear, convincing and well-tuned messages;
change catalyst, which is the proficiency in initiating new ideas and leading people in a new direction;
conflict management, which is resolving disagreements and collaboratively developing resolutions; building bonds, which is building and maintaining relationships with others;
teamwork and collaboration, which is the promotion of cooperation and building of teams.

Research also supports the view that competence in Emotional Intelligence accounts for over 90% of the difference between ineffective leaders and effective leadership performance.

Effective leadership improves business performance and provides organisations with a competitive advantage.

To implement this strategy you first need to define what the core capabilities your business requires to achieve its vision, values and business strategies which includes Emotional Intelligence clusters and competencies. You will also need to identify the more specific competency profiles for positions within the organisation.

This capability framework and competency profiles, then forms the basis for your performance management system in conjunction with your Key Performance Indicators. The performance management system then becomes a mechanism for driving and achieving changes in the workplace.

The Emotional Intelligence Development Programs provided by mætrîx® ® provide a structured pathway to improve the individuals self-awareness, their self-management and the way they interact with people and develop relationships. In other words it will grow their Emotional Intelligence.

If you do not have a "core" capability framework for your staff, there are still benefits in introducing Emotional Intelligence development programs. These are seen primarily through improved leadership and interpersonal relationships and as a result improved business performance. See
Leadership Styles

So, what is critical self-reflection? Most people would be familiar with reflection, which is the analysis of one's beliefs. We also have critical reflection, which is the analysis of the assumptions on which our beliefs are built. But the area we are most interested in is Critical Self-Reflection, which is the analysis of the way we pose problems to ourselves and of our own structure of assumptions that we use as a reference for interpreting our experiences.

Effective critical self-reflection requires you to question yourself and the assumptions you make on an ongoing basis. This can be demonstrated through the three (3) why? Test, that is where you ask "Why" down three levels from the item you are analysing.
For example, I have been asked to present a workshop to one hundred people on a subject I know very well, and I have said no.
(1) Why did I say no? Because I would not feel comfortable doing it.
(2) Why do you feel uncomfortable about doing it? Because I might look incompetent.
(3) Why do you feel you would look incompetent? Because people in the audience may know more than I do.

The answer to this question is based on assumptions, and we need to challenge these assumptions to check their validity. If the assumptions are invalid and we change that assumption and therefore our perspective then transformational learning has occurred.

See Emancipatory Learning
Developing transformational learning in others is called emancipatory learning. At mætrîx® we have structured our emancipatory learning programs to cover the foundations of the Emotional Intelligence Self and Social clusters.
Products & Services

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Emotional Intelligence | maetrix | Emotionally Intelligent Leadership

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See also Leadership Styles Introduction The capability of people to perform the work or job that they do falls into three areas: Technical skills - which includes technical expertise e.g. accountancy skills. Intellectual capability - which is commonly known as IQ, or cognitive abilities. Emotional capability - often referred to as emotional intelligence or EI.

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Table Comparing Examples of EI
Seven Myths about Emotional Intelligence on JSTOR (angelo.edu)

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Emotional Intelligence - Global Leadership Foundation

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The capability of people to perform the work or job that they do falls into three areas: Technical skills - which includes technical expertise e.g. accountancy skills. Intellectual capability - which is commonly known as IQ, or cognitive abilities. Emotional capability - often referred to as emotional intelligence or EI.

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Article- "Values-Based Leadership: How Our Personal Values Impact the Workplace"

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Article- "Values-Based Leadership: How Our Personal Values Impact the Workplace"

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Abstract

As an individual's personal values ostensibly impact others and influence their actions, values-based leaders can benefit greatly by exercising their own values to develop vision and to inspire others.

Recommended Citation

Dean, Katherine W. (2008) "Values-Based Leadership: How Our Personal Values Impact the Workplace," The Journal of Values-Based Leadership: Vol. 1 : Iss. 1 , Article 9.
Available at: https://scholar.valpo.edu/jvbl/vol1/iss1/9

DOWNLOADS

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Values-Based Leadership: How Our Personal Values Impact the Workplace

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Abstract As an individual's personal values ostensibly impact others and influence their actions, values-based leaders can benefit greatly by exercising their own values to develop vision and to inspire others. Recommended Citation Dean, Katherine W. (2008) "Values-Based Leadership: How Our Personal Values Impact the Workplace," The Journal of Values-Based Leadership: Vol.

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Article- "Joining the conversation about educating our poorest children: Emerging leadership roles for school counselors in high-poverty schools"

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Article- "Joining the conversation about educating our poorest children: Emerging leadership roles for school counselors in high-poverty schools"