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Developing an Effective Command Philosophy

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Developing an Effective Command Philosophy

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Developing an Effective Command Philosophy

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Creating Your Personal Leadership Philosophy

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Creating Your Personal Leadership Philosophy

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This is a fun activity to show people their strengths and weaknesses in emotional intelligence.

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The Global Emotional Intelligence Test uses 40 questions which are derived from, the Global instrument, which contains 158 items. These are based on Goleman's four quadrant Emotional Intelligence Competency Model (2002). Click EI Capability Assessment here for more details. Short EI quizzes such as this are meant to be fun, and to give you a guide to which EI areas you are doing well in and those which perhaps you need to focus on for development.

This Test, is a forced-choice psychological test which requires you to choose Instructions for the FREE EI Test one statement in each pair of statements that describes you best. For each pair of statements, select the statement that best applies to you. Do not over-analyse the questions, or try to think of "exceptions to the rule." Be spontaneous and choose the statement that comes closest to the way you are.

Occasionally there will be questions that ask you to make a close call between two choices. This is because the Test is trying to distinguish between specific areas. If a question is very close and you can't decide which statement applies to you best, you can come back to it after you have completed the other questions.

The Test usually takes about 10 minutes to complete. At the end of the test, click on the Score Test button, and wait for the computer to generate an EI profile of your scores. If you have answered honestly and accurately, your scores will reflect your capability level within each of the EI quadrants.

We cannot guarantee the accuracy of the results of this Test - only that it can help you begin your journey of self-development!

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Emotional Intelligence Test - Global Leadership Foundation

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Free emotional intelligence test developed by Global Leadership Foundation

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

Emotional Intelligence in Leadership

1. Self-awareness

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

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

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

2. Self-regulation

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

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

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

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

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

3. Motivation

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

How can you improve your motivation?

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

4. Empathy

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

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

How can you improve your empathy?

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

5. Social Skills

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

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

So, how can you build social skills?

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Emotional Intelligence in Leadership - Learning How to Be More Aware

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

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How Emotional Intelligence Became a Key Leadership Skill

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How Emotional Intelligence Became a Key Leadership Skill

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

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How Emotional Intelligence Became a Key Leadership Skill

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A reading list to bring you up to speed.

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Why Emotionally Intelligent People are More Successful

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Why Emotionally Intelligent People are More Successful

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Why Emotionally Intelligent People Are More Successful

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

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Why You Should Have a Written Leadership Philosophy

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Why You Should Have a Written Leadership Philosophy

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Servant leaders are a revolutionary bunch–they take the traditional power leadership model and turn it completely upside down. This new hierarchy puts the people–or employees, in a business context–at the very top, and the leader at the bottom, charged wi

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Stanley McChrystal: Listen, learn ... then lead

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Four-star general Stanley McChrystal shares what he learned about leadership over his decades in the military. How can you build a sense of shared purpose among people of many ages and skill sets? By listening and learning -- and addressing the possibility of failure.

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Leadership is two-fold, the leadership you instill on others and self-leadership. The best way to inspire and develop others starts by developing yourself. Continued investment in your personal growth will help you become a better leader. What if you don't have time to read a library of leadership books? A great alternative is to listen to podcasts that give you bite-size information while you are on the go. This post shares some of the best leadership podcasts out there today.

I have a whole selection of podcasts that I listen to on a regular basis. A lot more that I downloaded but eventually deleted from my subscription list.

Below are some of the best Podcasts to help you with your leadership and personal development journey. The podcasts below still remain some of my favorites despite all the host of options out there.

The show is based on Dave Ramsey's EntreLeadership book and community.

Features lively discussions and tips on leadership and business by some of the top minds in the business, like Mark Cuban, Seth Godin, Jim Collins, and Simon Sinek. They often have bonus materials with great cheat sheets and guides that go well with the topic of the show.

Not only is Tony Robbins an Entrepreneur, best-selling author, but the Nation's #1 Life and Business Strategist. He is probably one of the world's leading authorities on Leadership and Personal Development.

People spend thousands of dollars for a chance to hear him speak. This podcast gives listeners a chance to hear his strategies and tactics for free. In addition to excerpts from his signature events and other exclusive, never-before-released audio content, Tony and his team also conduct interviews with masterminds.

"Why live an ordinary life, when you can live an extraordinary one?"

Tony Robbins

Lewis' podcast regularly appears in the Top 50 of all iTunes podcasts and gets downloaded over 1 million times per month.

Episodes range from interviews with game-changers in entrepreneurship, health, athletics, mindset, and relationships, to solo rounds with the host.

What I like about Lewis is that he is incredibly authentic and I believe he truly wants to help people achieve their greatness.

The John Maxwell Leadership Podcast is a regular examination of what it means to be a transformational leader-someone who daily influences people to think, speak, and act to make a positive difference in their lives and in the lives of others. This podcast will teach you the principles, practices, and process of becoming a transformational leader because leadership isn't an event-it's an uphill journey.

For those of you who know or have read his books, you will not be disappointed. The tools he provides for downloads are great and make the learning journey easy.

Jocko Willink is a decorated retired Navy SEAL officer and author of several books. Jocko spent 20 years in the U.S. Navy SEAL Teams, starting as an enlisted SEAL and rising through the ranks to become a SEAL officer. When he returned from Iraq, he served as Officer-in-Charge of training for all West Coast SEAL team. Not only does he have an abundance of leadership experience, but he is very "real" and easy to connect to. He also has a great, "Warrior Kid" book series that I used to help my son develop a Warrior mindset.

His podcast covers topics that range from leadership, mindset, determination, and great life skills.

Leadership strategy continues to need to be shifted as business and market needs shift. As more and more employees work away from the office, how do leaders stay connected and continue to keep building on that team dynamic?

"What matters is that you learn how to build teams and culture from anywhere in the world.
Welcome to Team Anywhere. "

The podcast focuses on the 4-Dimensional Leadership Development experience, aiming at a team-centered approach.

I am so happy I subscribed to this podcast. Every episode is the perfect length for my commute and ends with actionable advice at the end. Hosted by Kim Scott and Jason Rosoff, Radical Candor teaches leaders how to use the Radical Candor Framework to guide their conversations.

One of the most crucial skills every leader needs is the ability to effect change through communication. Whether through recognition or coaching, the end result should be to encourage employees to do more of what counts in order to achieve the company's goals. This podcast will help you do just that.

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7 of The Best Leadership Podcasts To Listen To in 2021 | Lead Grow Develop

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Leadership is two-fold, the leadership you instill on others and self-leadership. The best way to inspire and develop others starts by developing yourself. Continued investment in your personal growth will help you become a better leader. What if you don't have time to read a library of leadership books?

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Leaders are not born to lead; they grow over time. At adidas, we believe that anyone can build upon the 3 Cs of leadership, to become a leader in their field. You just need to invest some time into what type of leader you want to become. Need some inspiration? We've got you covered! Here are a handful of the best leadership podcasts to get you going.

Hosted by Modupe Akinola of Columbia Business School, TED Business is one of the best leadership podcasts for anyone striving to overcome challenges in their position. The first half of each show includes a quick TED talk from some of the most influential leadership experts. In the second part, Modupe teaches you how to apply those lessons in your daily work.

Two episodes to look out for:

In this episode, leadership scholar and professor at Harvard Business School, Amy C. Edmondson talks about the importance of being transparent and humble in unpredictable times. She highlights the role of psychological safety in the workplace and how it enables people to speak up without fear.

After Amy's talk, Modupe breaks down how you can apply her leadership concept to inspire and develop those around you in times of disruption.

Listen here.

Why the Strongest Leaders Ask for Help

As a CEO, Lorna Davis experienced the highs and lows of leadership, especially when working on hitting those bigger goals. Instead of trying to be the champion of each challenge, she learned to embrace uncertainty and depend on others.

Brené Brown's podcast Dare to Lead follows her #1 New York Times best-selling book of the same name. Inviting some of the biggest changemakers - from presidents to doctors - Brené stays true to her goal of creating a playbook for leaders of all levels. The quality of conversations she platforms on her show makes Dare to Lead one of the best leadership podcasts out there.

Two episodes to look out for:

Dr. Sarah Lewis on The Rise: The Creative Process and the Difference Between Mastery and Success

In this episode, Dr. Sarah Lewis explains the concept of failure and why so many people think about it in the wrong way. The best leaders don't personalize failure, instead they focus on new beginnings.

President Barack Obama on Leadership, Family and Service

Making complex leadership decisions is part and parcel of being president. In this episode, Brené sits down with President Barack Obama who explains the higher up you get, the more challenges you'll face. Challenges that often don't have a perfect solution.

This episode will show you how to go from the paralysis of analysis and trying to find perfection, to making difficult leadership decisions despite uncertainty.

Listen here.

With As Told By Nomads, Tayo Rockson interviews global nomads, and entrepreneurs to discuss cultural complexities in business and communication. Tayo hosts one of the best leadership podcasts that recognizes the importance of interconnectivity.

Two episodes to look out for:

The Real Way to Cultivate Leadership with Doug Gray

In this episode, organizational leadership expert Doug Gray discusses how to quantify results in your team. He talks about how to achieve outcome-based leader development that cultivates higher moral and better performance. From the meaning of OKR leadership to how you can apply it, this is a value-packed episode you should not miss.

Listen here.

How to be a Responsive Leader with Jackie Jenkins-Scott

You may have heard of the transformational leader, the visionary leader, or the innovative leader. But have you heard about a responsive leader? In this episode, Tayo talks with Jackie Jenkins-Scott about how value-driven leadership can transform teams and organizations.

With over three decades of experience in leadership coaching, Jackie shares some incredible tips on how to become a responsive leader at every level.

Listen here.

What leadership podcasts are you listening to? Leave your recommendations below!

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The Three Best Leadership Podcasts to Listen to Right Now | adidas GamePlan A

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Leaders are not born to lead; they grow over time. At adidas, we believe that anyone can build upon the 3 Cs of leadership, to become a leader in their field. You just need to invest some time into what type of leader you want to become. Need some inspiration?

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What Your Kids Need to Know about Leadership

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What Your Kids Need to Know about Leadership

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This link gives a great example of what a relational leader is and a model.

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At the core of Primary Care Progress's leadership development strategy is Relational Leadership™, an approach to leading that cultivates authentic relationships to achieve connection, common vision, and interdependent action. It is a healthcare leadership competency model built upon decades of social psychology research into people, their motivations, how they learn and work, and unique ways in which they influence and are influenced by others when in groups. It is ultimately a strategy for people to work together to achieve better results.

But working collaboratively doesn't just happen - especially in healthcare, where most of us have been taught to go it alone. While we often learn the technical skills to undertake quality improvement and systems redesign, it's less common for health professions education to focus on the deeply relational aspects of effective teamwork. That's where Relational Leadership™ comes in, with four key areas or domains to help you achieve success - and satisfaction - in your work.

PCP provides training and support in Relational Leadership™ in two primary ways:

PCP partners with current primary care practitioners, intact healthcare teams, and educators with an opportunity to learn Relational Leadership™ skills and apply them with in their practice environments while building relationships with one another, supporting individual learning and group resilience.

PCP works with healthcare student teams and their faculty to develop essential Relational Leadership™ skills and apply those skills to advocate for change in their community.

Whether already operating in an integrated interprofessional care team or working in a traditional healthcare model, all healthcare professionals have the ability to lead from where they stand. Relational Leadership™ is a model of shared leadership focused on developing relational skills at the individual level and across teams. It is grounded in the premise that all team members should grow and develop as leaders, working together interdependently towards a common vision. Leadership is viewed not as a position but as a role, with different individuals taking the lead or following based on context and circumstance.

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The Relational Leadership™ Model - Primary Care Progress

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At the core of Primary Care Progress's leadership development strategy is Relational Leadership™, an approach to leading that cultivates authentic relationships to achieve connection, common vision, and interdependent action. It is a healthcare leadership competency model built upon decades of social psychology research into people, their motivations, how they learn and work, and unique ways in which they influence and are influenced by others when in groups.

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Leadership Success Activity for Middle School

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Leadership Success Activity for Middle School

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Understanding the Differences: Leadership and Management

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Understanding the Differences: Leadership and Management

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The main difference between leaders and managers is that leaders have people follow them while managers have people who work for them.

A successful business owner needs to be both a strong leader and manager to get their team on board to follow them towards their vision of success. Leadership is about getting people to understand and believe in your vision and to work with you to achieve your goals while managing is more about administering and making sure the day-to-day things are happening as they should.

WHILE THERE ARE MANY TRAITS THAT MAKE UP A STRONG LEADER, SOME OF THE KEY CHARACTERISTICS ARE:

Honesty & Integrity: are crucial to get your people to believe you and buy in to the journey you are taking them on

Vision: know where you are, where you want to go and enroll your team in charting a path for the future

Inspiration: inspire your team to be all they can by making sure they understand their role in the bigger picture

Ability to Challenge: do not be afraid to challenge the status quo, do things differently and have the courage to think outside the box

Communication Skills: keep your team informed of the journey, where you are, where you are heading and share any roadblocks you may encounter along the way

SOME OF THE COMMON TRAITS SHARED BY STRONG MANAGERS ARE:

Being Able to Execute a Vision: take a strategic vision and break it down into a roadmap to be followed by the team

Ability to Direct: day-to-day work efforts, review resources needed and anticipate needs along the way

Process Management: establish work rules, processes, standards and operating procedures

People Focused: look after your people, their needs, listen to them and involve them

In order for you to engage your staff in providing the best service to your guests, clients or partners, you must enroll them in your vision and align their perceptions and behaviours. You need to get them excited about where you are taking them while making sure they know what's in it for them. With smaller organizations, the challenge lies in making sure you are both leading your team as well as managing your day to day operation. Those who are able to do both, will create a competitive advantage. Are you both a leader and a manager; what would your staff say if you were to ask them?

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Understanding the Differences: Leadership vs. Management | Retention Planning | Tourism Info | go2HR

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Is a good manager automatically a good leader? What is the difference between leadership and management? The main difference between leaders and managers is that leaders have people follow them while managers have people who work for them. A successful business owner needs to be both a strong leader and manager to get their team ...

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This video provides great tips and ways to prepare for your interview. DiVizzio gives great examples on how to answer interview questions.

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Interviewing for Your First Leadership Position

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Podcast

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I found Dan Rockwell's blog Leadership Freak ( www.leadershipfreak.blog ) through The Marshall Memo. And now I'm hooked. His short but powerful blog posts have become part of my daily routine. During this conversation, Dan and I talk about the origin of the blog and his ongoing work with leaders through workshops, seminars, and individual coaching sessions. Here are a couple of notes from his website just to reinforce what a big deal he is:

Inc Magazine Top Fifty Leadership and Management Expert and Top 100 Great Leadership Speakers.

American Management Association Top 30 Leader in Business of 2014.

According to the Center for Management and Organization Effectiveness, the Leadership Freak blog is the most socially shared leadership blog on the Internet.

We go deep on some big leadership concepts, and we get granular with very practical strategies for being a better leader. I loved this time with Dan, and I made him promise me a part 2.

You can reach Dan through his blog ( www.leadershipfreak.blog ) or by Google searching "leadership freak."

Send your comments, questions, and show ideas to mike@schoolleadershipshow.com . Consider rating the podcast in itunes and leaving a comment. And please pass the show along to your colleagues. If you or someone you know would like to sponsor the show, send me an email at mike@schoolleadershipshow.com.

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This is the School Leadership Show. Learn everything you need to know to thrive in school administration. The School leadership show is where ordinary school administrators become extraordinary leaders.

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I am in Charge of Me!

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Transformational leadership transforms people-both leaders and supporters-as well as organizations for breakthrough results. Discover the key principles and how to apply them in your life.

What Is Transformational Leadership?

Transformational leadership improves the performance, morale, motivation, and dedication of both leaders and their teams or supporters.

Successful transformational leadership:

makes an incredibly strong case for why change should happen,

promotes a common vision,

leads change in an organized manner,

successfully integrates the change.

Transformational leaders are inspirational, trustworthy, and charismatic role models who lead by example. They understand the strengths and weaknesses of their team and align them with tasks and goals to optimize performance. They engage their team in a way that moves them to also become leaders.

Transformational leaders foster high levels of personal commitment from their supporters or team to shared goals, whether those goals are for an organization or a movement. Goals are set with high standards in mind, and transformational leadership has been shown to often exceed more typical achievements.

The "Four I's" of Transformational Leadership

The key elements of transformational leadership, known as the "4 I's," are as follows:

Idealized Influence

Being a charismatic role model who builds confidence and trust

Inspirational Motivation

Providing meaningful work and setting high standards

Intellectual Stimulation

Encouraging creativity by questioning common assumptions and beliefs

Individual Consideration

Being a mentor by responding to individual needs

Martin Luther King Jr.'s "I Have a Dream" speech exemplifies the inspirational and charismatic elements of a transformational leader. Image courtesy of UTSA.edu
Key Names in Modern Transformational Leadership

In 1973, the earliest writing on transformational leadership appeared, when J.V. Downton distinguished transformational leadership from transactional leadership. At the time, however, his work received little recognition.

James MacGregor Burns

James MacGregor Burns popularized the concept of transformational leadership in 1978 through his study of political leadership.

Burns described transformational leadership as a process where "leaders and followers help each other to advance to a higher level of morale and motivation."

Burns explained transformational and transactional leadership as mutually exclusive of each other, for transformational leadership shifts values and views of individuals in a positive manner, while transactional leadership is simply based on give and take.

Bernard M. Bass

In 1985, Bernard M. Bass extended Burns' theory of transformational leadership. Bass differed from Burns in the fact that he claimed good leaders have characteristics of both transformational and transactional leadership.

He developed the popular Multifactor Leadership Quiz (MLQ) to determine leadership as transactional or transformational, and the quiz is one of the primary methods to quantify leadership.

Bass furthered Burns' work by pointing out that leaders must use their influence and charisma to provide followers with inspiration through a vision or mission, which will give them a strong sense of identity.

According to Bass, leaders should also encourage followers to challenge the status quo. Above all, leaders are trustworthy and encourage loyalty through their character and actions.

Steve Jobs highly encouraged innovation and creativity among his Apple employees, a key element of intellectual stimulation. Image courtesy of MyHero.com

What Transformational Leadership Is Not

As posited by Burns, transactional leadership can be seen as the counter to transformational leadership.

It is also important to point out that all types of leadership have a dark side when an abuse of power is realized. True transformational leadership must involve efforts to develop supporters into leaders, for leaders who use their charisma and power to create blind followers are not truly transformational.

Mahatma Gandhi demonstrated an incredibly charismatic vision and acted in a way that inspired others, a key element of idealized influence. Image courtesy of morganp11.wordpress.com

Build Your Transformational Leadership

At The Pachamama Alliance, we wholeheartedly believe that everyone has the potential to be a transformational leader, and should unlock it.

Our workshops and trainings are designed to bring out the transformational leader within you. It is quite common for individuals to experience the Awakening the Dreamer Symposium as an articulation of the feelings, values, and dreams they already have, motivating them to step into leadership and deliver the Symposium themselves as a trained Facilitator.

In addition, you'll also come away with a foundation for your transformational leadership:

Clarification of your own values and vision

The ability to inspire others with your story

The power to offer people a new way of looking at things

The vision to see challenges as opportunities

A strong sense of your creative power to be a change agent

As you begin to deliver Pachamama workshops, you'll inspire others to become transformational leaders by setting a positive example, and helping them clarify their own values, vision, and purpose. You will experience yourself as a powerful change agent creating a just, thriving, sustainable world.

Oprah uses individualized consideration to respond to the personal needs of her fans and supporters. Image courtesy of Oprah.com.

Videos

More Resources

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Transformational leadership transforms people-both leaders and supporters-as well as organizations for breakthrough results. Discover the key principles and how to apply them in your life. Transformational leadership improves the performance, morale, motivation, and dedication of both leaders and their teams or supporters.

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Behavioral Leadership Theory vs. Transformational Leadership Theory

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Behavioral Leadership Theory vs. Transformational Leadership Theory

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

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Team Building Activities for High School Students

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Team Building Activities for High School Students

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5 Team-Building Activities for High School Students

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Download five team-building activities for high school students and use them to establish a great classroom dynamic. In this article, you’ll discover how team-building activities benefit students, ways to ensure team-building activities will be successful, and printable classroom-tested activities.

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In some jobs, being in touch with emotions is essential. In others, it seems to be a detriment. And like any skill, being able to read people can be used for good or evil.

Some of the greatest moments in human history were fueled by emotional intelligence. When Martin Luther King, Jr. presented his dream, he chose language that would stir the hearts of his audience. "Instead of honoring this sacred obligation" to liberty, King thundered, "America has given the Negro people a bad check." He promised that a land "sweltering with the heat of oppression" could be "transformed into an oasis of freedom and justice," and envisioned a future in which "on the red hills of Georgia sons of former slaves and the sons of former slave-owners will be able to sit down together at the table of brotherhood."

Delivering this electrifying message required emotional intelligence-the ability to recognize, understand, and manage emotions. Dr. King demonstrated remarkable skill in managing his own emotions and in sparking emotions that moved his audience to action. As his speechwriter Clarence Jones reflected, King delivered "a perfectly balanced outcry of reason and emotion, of anger and hope. His tone of pained indignation matched that note for note."
Emotional intelligence is important, but the unbridled enthusiasm has obscured a dark side.
Recognizing the power of emotions, another one of the most influential leaders of the 20th century spent years studying the emotional effects of his body language. Practicing his hand gestures and analyzing images of his movements allowed him to become "an absolutely spellbinding public speaker," says the historian Roger Moorhouse-"it was something he worked very hard on." His name was Adolf Hitler.

Since the 1995 publication of Daniel Goleman's bestseller, emotional intelligence has been touted by leaders, policymakers, and educators as the solution to a wide range of social problems. If we can teach our children to manage emotions, the argument goes, we'll have less bullying and more cooperation. If we can cultivate emotional intelligence among leaders and doctors, we'll have more caring workplaces and more compassionate healthcare. As a result, emotional intelligence is now taught widely in secondary schools, business schools, and medical schools.

Emotional intelligence is important, but the unbridled enthusiasm has obscured a dark side. New evidence shows that when people hone their emotional skills, they become better at manipulating others. When you're good at controlling your own emotions, you can disguise your true feelings. When you know what others are feeling, you can tug at their heartstrings and motivate them to act against their own best interests.

Social scientists have begun to document this dark side of emotional intelligence. In emerging research led by University of Cambridge professor Jochen Menges, when a leader gave an inspiring speech filled with emotion, the audience was less likely to scrutinize the message and remembered less of the content. Ironically, audience members were so moved by the speech that they claimed to recall more of it.

The authors call this the awestruck effect, but it might just as easily be described as the dumbstruck effect. One observer reflected that Hitler's persuasive impact came from his ability to strategically express emotions-he would "tear open his heart"-and these emotions affected his followers to the point that they would "stop thinking critically and just emote."
"Whenever we wanted to persuade our staff to support a particular project we always tried to break their hearts."
Leaders who master emotions can rob us of our capacities to reason. If their values are out of step with our own, the results can be devastating. New evidence suggests that when people have self-serving motives, emotional intelligence becomes a weapon for manipulating others. In a study led by the University of Toronto psychologist Stéphane Côté, university employees filled out a survey about their Machiavellian tendencies, and took a test measuring their knowledge about effective strategies for managing emotions. Then, Cote's team assessed how often the employees deliberately undermined their colleagues. The employees who engaged in the most harmful behaviors were Machiavellians with high emotional intelligence. They used their emotional skills to demean and embarrass their peers for personal gain. In one computer company studied by Tel-Aviv University professor Gideon Kunda, a manager admitted to telling a colleague "how excited we all are with what he is doing," but at the same time, "distancing my organization from the project," so "when it blows up," the company's founder would blame the colleague.

Shining a light on this dark side of emotional intelligence is one mission of a research team led by University College London professor Martin Kilduff. According to these experts, emotional intelligence helps people disguise one set of emotions while expressing another for personal gain. Emotionally intelligent people "intentionally shape their emotions to fabricate favorable impressions of themselves," Professor Kilduff's team writes. "The strategic disguise of one's own emotions and the manipulation of others' emotions for strategic ends are behaviors evident not only on Shakespeare's stage but also in the offices and corridors where power and influence are traded."

Of course, people aren't always using emotional intelligence for nefarious ends. More often than not, emotional skills are simply instrumental tools for goal accomplishment. In a study of emotions at the Body Shop, a research team led by Stanford professor Joanne Martin discovered that founder Anita Roddick leveraged emotions to inspire her employees to fundraise for charity. As Roddick explained, "Whenever we wanted to persuade our staff to support a particular project we always tried to break their hearts." However, Roddick also encouraged employees to be strategic in the timing of their emotion expressions. In one case, after noticing that an employee often "breaks down in tears with frustration," Roddick said it was acceptable to cry, but "I told her it has to be used. I said, 'Here, cry at this point in the ... meeting." When viewing Roddick as an exemplar of an emotionally intelligent leader, it becomes clear that there's a fine line between motivation and manipulation. Walking that tightrope is no easy task.
In jobs that required extensive attention to emotions, higher emotional intelligence translated into better performance. In jobs that involved fewer emotional demands, the results reversed.
In settings where emotions aren't running high, emotional intelligence may have hidden costs. Recently, psychologists Dana Joseph of the University of Central Florida and Daniel Newman of the University of Illinois comprehensively analyzed every study that has ever examined the link between emotional intelligence and job performance. Across hundreds of studies of thousands of employees in 191 different jobs, emotional intelligence wasn't consistently linked with better performance. In jobs that required extensive attention to emotions, higher emotional intelligence translated into better performance. Salespeople, real-estate agents, call-center representatives, and counselors all excelled at their jobs when they knew how to read and regulate emotions-they were able to deal more effectively with stressful situations and provide service with a smile.

However, in jobs that involved fewer emotional demands, the results reversed. The more emotionally intelligent employees were, the lower their job performance. For mechanics, scientists, and accountants, emotional intelligence was a liability rather than an asset. Although more research is needed to unpack these results, one promising explanation is that these employees were paying attention to emotions when they should have been focusing on their tasks. If your job is to analyze data or repair cars, it can be quite distracting to read the facial expressions, vocal tones, and body languages of the people around you. In suggesting that emotional intelligence is critical in the workplace, perhaps we've put the cart before the horse.

Instead of assuming that emotional intelligence is always useful, we need to think more carefully about where and when it matters. In a recent study at a healthcare company, I asked employees to complete a test about managing and regulating emotions, and then asked managers to evaluate how much time employees spent helping their colleagues and customers. There was no relationship whatsoever between emotional intelligence and helping: Helping is driven by our motivations and values, not by our abilities to understand and manage emotions. However, emotional intelligence was consequential when examining a different behavior: challenging the status quo by speaking up with ideas and suggestions for improvement.

Emotionally intelligent employees spoke up more often and more effectively. When colleagues were treated unjustly, they felt the righteous indignation to speak up, but were able to keep their anger in check and reason with their colleagues. When they went out on a limb to advocate for gender equity, emotional intelligence helped them keep their fear at bay. When they brought ideas for innovation to senior leaders, their ability to express enthusiasm helped them avoid threatening leaders. On a much smaller scale, they were able to follow Martin Luther King Jr.'s lead in rocking the boat while keeping it steady.

More than two decades have passed since psychologists Peter Salovey at Yale and John Mayer at the University of New Hampshire introduced the concept of emotional intelligence in 1990. Why has it taken us so long to develop a more nuanced view? After Daniel Goleman popularized the idea in 1995, many researchers-perhaps awestruck themselves by enthusiasm for the concept of emotional intelligence-proceeded to conduct studies that were fatally flawed. As University of Lausanne professor John Antonakis observed, "practice and voodoo science is running way ahead of rigorous research."

One of the most persistent problems was the use of self-report measures, which asked employees to rate their own emotional abilities on items like "I can tell how people are feeling even if they never tell me" and "I am generally very good at calming someone down when he or she is upset." Abilities cannot be accurately measured with self-reports. As emotion experts Sigal Barsade of Wharton and Donald Gibson of Fairfield University lament, "One might compare this approach to assessing mathematical skills by asking respondents, 'How good are you at solving algebraic equations?' rather than asking the person to actually solve an algebraic equation."

Thanks to more rigorous research methods, there is growing recognition that emotional intelligence-like any skill-can be used for good or evil. So if we're going to teach emotional intelligence in schools and develop it at work, we need to consider the values that go along with it and where it's actually useful. As Professor Kilduff and colleagues put it, it is high time that emotional intelligence is "pried away from its association with desirable moral qualities."

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In some jobs, being in touch with emotions is essential. In others, it seems to be a detriment. And like any skill, being able to read people can be used for good or evil. Some of the greatest moments in human history were fueled by emotional intelligence. When Martin Luther King, Jr.