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What do all great leaders have in common | Matt Beeton | TEDxOxbridge

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Great leadership starts with self-leadership | Lars Sudmann | TEDxUCLouvain

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A list of strategies that teachers should have in their toolkit.

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What makes a successful teacher? If you were to ask any casual observer, you may hear things like, “the teacher kept the students engaged,” and, “the classroom basically ran by itself.” But if you were to ask a student, you’d probably hear a different response along the lines of “they make learning fun” or “they never give up on me.”

To be honest, there are countless teaching strategies you can use to achieve success in the classroom, but no matter the teaching style, the most effective teachers have one thing in common: they know how to reach their students in a long-lasting, positive manner. Here are 10 things successful educators do.

1. Successful teachers hold high expectations of their students.

The most effective teachers expect their students to succeed, believe in them, and motivate them to keep trying until they reach their goal. As a result, they set the bar high and create an environment where students can push themselves beyond their comfort zone but also have a safety net to catch them if they fail.

2. Successful teachers have a sense of humor.

If you ask a student who their favorite teacher is, they are more than likely to tell you about the teacher that makes them laugh. They aren’t afraid to be silly and can laugh at their own mistakes. Humor helps create that lasting impression.

3. Successful teachers are knowledgeable in their field.

The best teachers are masters in their subject area. They know their craft and never stop learning. They are curious, confident, and do not need a textbook to teach their students. They stay abreast of their subject and transfer their love of knowledge to their students.

4. Successful teachers think outside of the box.

Productive teachers think creatively and try to make classroom experiences exciting for students. They identify ways to leap outside of the educational norms and create experiences that are unexpected, unique, and ultimately more memorable.

5. Successful teachers take risks.

Successful teachers know that risk taking is a part of being successful. Children learn by observing, and when they see you try new things (and watch how you handle success and failure), they too will know how to handle similar situations.

6. Successful teachers are consistent.

Successful teachers are consistent in all that they do. Do what you say you’re going to do and stick with it. This applies to enforcing class rules, a consistent grading system, and the expectations for all your students. Do not play favorites or make special exceptions.

7. Successful teachers communicate with parents and students.

Effective teachers know that communication is the key to student success. They create an open path of communication between parents and students, and recognize that a united front between both groups lowers the chance that children will get left behind.

8. Successful teachers are up-to-date with the latest in technology.

Great teachers take the time to explore new tools and stay up-to-date with latest educational technology. They are not afraid of what technology holds for education in the future and are willing to learn and incorporate the new trends into their classroom.

9. Successful teachers make learning fun.

This goes hand in hand with having a sense of humor, but making learning fun doesn’t mean you have to put on a comedy show. Find ways to mix up your lesson plans based upon your students’ interests. When they see you putting in effort to get to know them and molding your teachings around their lives, the more successful you will become.

10. Successful teachers can empathize with students.

The best teachers are patient with students and understand when they are under stress or have problems with material. They do whatever is necessary to get their students back on track and are able to recognize that everybody has bad days.

If you’re looking to take the next step in your teaching career, you can learn a lot from what successful teachers do differently. Although it can be quite intimidating to think of all of the things we must do in order to reach our students, it is possible to master these skills one day at a time.

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Teaching Strategies: 10 Things Successful Educators Do - TeachHUB

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While every teacher has their own unique teaching style, all great teachers have some things in common. Check out these 10 things successful educators do.

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A great book that others definitely need to take the time to read

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Transformational leadership theory

Leadership with values, meaning and a higher purpose

Transformational leadership theory has evolved from and contains elements of preceding leadership types, such as trait and behaviour theories, charismatic, situational and transactional leadership.

Transformational leadership theory is about leadership that creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole. In this leadership style, the leader enhances the motivation, moral and performance of his follower group.

James MacGregor Burns first brought the concept of transformational leadership to prominence in his book Leadership [1978].

Originally this was in the context of his researches into political leadership, but this term is now used in organisational psychology as well. Macgregor drew the important distinction between transactional leadership and transformational leadership.

Compare Transactional & Transformational Leadership

The 4 Transformational leadership components

There are four leadership components of transformational leadership theory, which are:

(1) Charisma or idealised influence - the degree to which the leader behaves in admirable ways and displays convictions and takes stands that cause followers to identify with the leader who has a clear set of values and acts as a role model for the followers.

(2) Inspirational motivation - the degree to which the leader articulates a vision that is appeals to and inspires the followers with optimism about future goals, and offers meaning for the current tasks in hand.

(3) Intellectual stimulation - the degree to which the leader challenges assumptions, stimulates and encourages creativity in the followers - by providing a framework for followers to see how they connect [to the leader, the organisation, each other, and the goal] they can creatively overcome any obstacles in the way of the mission.

(4) Personal and individual attention - the degree to which the leader attends to each individual follower's needs and acts as a mentor or coach and gives respect to and appreciation of the individual's contribution to the team. This fulfils and enhances each individual team members' need for self-fulfilment, and self-worth - and in so doing inspires followers to further achievement and growth.

Bernard M. Bass [1985], suggested a transformational leadership theory that added to Burn's original theory - the extent to which a leader is transformational, is measured:

(1) In terms of the leader's influence on the followers.

(2) The leader success in seeking new ways for working, while he tries to identify new opportunities and assess threats.

8 FREE Introductory Lessons from Practitioners Masterclass -

Applying the theory

Transformational leadership theory is about leadership that creates positive change in the followers, whereby they take care of each other's interests and act in the interests of the group as a whole. Here, the leader enhances the motivation, morale and performance of his follower group.

This is more to do with "being" than "doing". What you do, and how you do it will be largely determined by how you are as a person.

These are addressed in the "Practitioners Masterclass" which takes a holistic view of the key areas and shows you how to put all this into practise.

To equip yourself, stay one step ahead with the tools and processes that will enable you to apply the theory - check out the Practitioners' Masterclass [or click on the image to the right].

James MacGregor Burns - Leadership with a higher purpose Return back to Define leadership Home page

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Transformational Leadership Theory - Leadership That Inspires and Motivates

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Transformational leadership theory has evolved from and contains elements of preceding leadership types, such as trait and behaviour theories, charismatic, situational and transactional leadership. Transformational leadership theory is about leadership that creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole.

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Charismatic Leadership vs. Servant Leadership

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Charismatic Leadership vs. Servant Leadership

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Servant Leadership vs. Charismatic Leadership

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Servant Leadership vs. Charismatic Leadership By Tyler McIntosh Servant Leadership Charismatic Leaders "The world needs charismatic leaders because they fight for quality of life and a better world. Charismatic leaders have the courage of their convictions. They are willing to stand up to people who have a differing view of society or the organization.(Spahr, 2014)."

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Using these 4 key skills, you can improve your emotional intelligence and increase your success at work, school, and in your relationships.

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This article gives links to many different tips that help leaders become successful in the education environment

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School Leadership: Resource Roundup | Edutopia

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For principals and other school administrators, this list of videos, blogs, and articles includes advice and tips on effective leadership strategies, partnering with teachers, and cultivating and retaining strong leaders.

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While this article is older, it gives key points about how schools become successful based on the qualities their leaders have.

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Leadership Drives Innovations: A Critical Element in Creating a Successful School

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The importance of leadership in implementing innovations in schools.

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This link shows the qualities one must exhibit to be considered a servant leader

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Ten Principles of Servant Leadership By Robert Greenleaf Listening - Traditionally, leaders have been valued for their communication and decision making skills. Servant-leaders must reinforce these...

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4 behaviors to encourage

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New research suggests that the secret to developing effective leaders is to encourage four types of behavior.

Telling CEOs these days that leadership drives performance is a bit like saying that oxygen is necessary to breathe. Over 90 percent of CEOs are already planning to increase investment in leadership development because they see it as the single most important human-capital issue their organizations face. And they're right to do so: earlier McKinsey research has consistently shown that good leadership is a critical part of organizational health, which is an important driver of shareholder returns.

A big, unresolved issue is what sort of leadership behavior organizations should encourage. Is leadership so contextual that it defies standard definitions or development approaches? Should companies now concentrate their efforts on priorities such as role modeling, making decisions quickly, defining visions, and shaping leaders who are good at adapting? Should they stress the virtues of enthusiastic communication? In the absence of any academic or practitioner consensus on the answers, leadership-development programs address an extraordinary range of issues, which may help explain why only 43 percent of CEOs are confident that their training investments will bear fruit.

Our most recent research, however, suggests that a small subset of leadership skills closely correlates with leadership success, particularly among frontline leaders. Using our own practical experience and searching the relevant academic literature, we came up with a comprehensive list of 20 distinct leadership traits. Next, we surveyed 189,000 people in 81 diverse organizations around the world to assess how frequently certain kinds of leadership behavior are applied within their organizations. Finally, we divided the sample into organizations whose leadership performance was strong (the top quartile of leadership effectiveness as measured by McKinsey's Organizational Health Index) and those that were weak (bottom quartile).

What we found was that leaders in organizations with high-quality leadership teams typically displayed 4 of the 20 possible types of behavior; these 4, indeed, explained 89 percent of the variance between strong and weak organizations in terms of leadership effectiveness (exhibit).

Solving problems effectively. The process that precedes decision making is problem solving, when information is gathered, analyzed, and considered. This is deceptively difficult to get right, yet it is a key input into decision making for major issues (such as M&A) as well as daily ones (such as how to handle a team dispute).

Operating with a strong results orientation. Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.

Seeking different perspectives. This trait is conspicuous in managers who monitor trends affecting organizations, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.

Supporting others. Leaders who are supportive understand and sense how other people feel. By showing authenticity and a sincere interest in those around them, they build trust and inspire and help colleagues to overcome challenges. They intervene in group work to promote organizational efficiency, allaying unwarranted fears about external threats and preventing the energy of employees from dissipating into internal conflict.

We're not saying that the centuries-old debate about what distinguishes great leaders is over or that context is unimportant. Experience shows that different business situations often require different styles of leadership. We do believe, however, that our research points to a kind of core leadership behavior that will be relevant to most companies today, notably on the front line. For organizations investing in the development of their future leaders, prioritizing these four areas is a good place to start.

About the author(s)
Claudio Feser is a director in McKinsey's Zürich office, Fernanda Mayol is an associate principal in the Rio de Janeiro office, and Ramesh Srinivasan is a director in the New York office.

The authors wish to thank Michael Bazigos, Nate Boaz, Aaron De Smet, Lili Duan, Chris Gagnon, Bill Schaninger, and Ekaterina Titova for their contributions to this article.

Article - McKinsey Quarterly

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Decoding leadership: What really matters

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New research suggests that the secret to developing effective leaders is to encourage four types of behavior. Telling CEOs these days that leadership drives performance is a bit like saying that oxygen is necessary to breathe. Over 90 percent of CEOs are already planning to increase investment in leadership development because they see it as the single most important human-capital issue their organizations face.

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The quote really stuck out to me. It sets leaders apart from those who just want to tell others how to do things and criticize when something isn't right.

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We impact our students lives daily. By giving our students the greatest knowledge, they will have endless possibilities of who they can become.