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Leadership Philosophy. Core Values. The effective leader molds the climate and culture of the organization by instilling core values by precept and example. An effective leader will move himself from position to respect. Slideshow 686930 by hesper

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How to Develop a Leadership Philosophy that Inspires

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How to Develop a Leadership Philosophy that Inspires

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Think about the most successful leaders in the world, past and present. If you were to compare them with inefficient leaders, the difference wouldn't necessarily come from their skills. The more important factor would be how the successful leaders would be able to provide you with a clear and defined approach to how they lead other people: their leadership philosophy.

In this guide, we'll define what leadership philosophy is and the benefits of having one. We'll explore the idea of publishing your statement and provide you the four steps required for creating a leadership philosophy to guide your leadership.

WHAT IS A LEADERSHIP PHILOSOPHY?

The combination of leadership and philosophy might sound rather odd. On the face of it, the terms don't seem to have much in common. So, what does leadership philosophy mean? To understand it, it's a good idea to first examine the two words separately, as it'll allow you to understand how they can fit together to provide you with guidance in leadership.

The definition of philosophy

When you think about philosophy, you'll probably first think about some of the greatest thinkers of our time, such as Voltaire, Plato and Descartes. Furthermore, you probably haven't thought about using philosophy in your everyday life and the concepts and ideas might sound a little bit difficult to comprehend. But as one the oldest disciplines in the world, philosophy has plenty to offer and it's part of our everyday experience whether we consciously think about it.

The word philosophy literally translates to " the love of wisdom". The Oxford Dictionary defines philosophy as, " a theory or attitude that acts as a guiding principle for behavior ". Indeed, the guiding idea of philosophy is to live a good life. It's about striving for expertise and personal as well as collective fulfillment. Philosophy could be seen as the personal foundation or belief in human nature; for working to live your life to the fullest. Through philosophy, you create a system of thought to support your journey and obtain the guiding principles to use for action or non-action.

Watch the intriguing video by the School of Life to understand why philosophy matters to all of us.

The definition of leadership

What about leadership's definition? Just like field of philosophy with its multiple thinkers and theories, leadership has a number of definitions. According to the Oxford Dictionary, the essence of leadership is " the action of leading a group of people or an organisation, or the ability to do this". But as mentioned, the definitions have evolved out of this technical view, with different people viewing the topic through a slightly different viewpoint.

At its core, leadership is about the ability to influence other people and to create a movement towards a specific objective. Having a vision to which the team moves forward to is crucial. Furthermore, the emphasis is on inspiration because leadership is not the same as bossing someone around to do what you want. A leader inspires through his or her vision and motivates by leading by example rather than telling and intimidating a desired action.

The components of a leadership philosophy

The above definitions might already help you understand the connection between leadership and philosophy. When you combine philosophy, the guiding principles, and leadership, which is the model behavior for inspiring others, you create a theory or an attitude, which provides the norms for behavior and action. The definition is brought to life with four key components, which are:

A theory - The way you define leadership and what's it about.

An attitude - Your mindset in regards of approaching leadership.

Guiding principles - The principles and values you hold dear when you are thinking about leading others.

Behavior - The behaviors you showcase in your journey to reach the desired results and outcomes.

You could view leadership philosophy as a compass - it helps define your expectations, your values and provide the roadmap for actions. With a clear leadership philosophy, you create a focused thought system surrounding your leadership, and you define the behaviors and attitudes you want to cultivate in yourself, but also in others. Leadership doesn't just provide focus for you personally, but it can allow the people around you to know what to expect from your leadership.

Examples of leadership philosophies

Just as there are differences in what philosophers think and divergence in how leadership is defined, leadership philosophies also come in a number of different flavors and styles. Since the framework is based on personal values, leaders can approach it from different angles. There are plenty of options to choose from, but we've selected three unique frameworks to provide you an idea of the divergence.

Leader believes followers should have the power to make decisions.

Leader believes in empowering followers through increased responsibilities.

The framework is effective when followers are knowledgeable.

Leader believes that everyone should have equal say within the team.

Leader values participation, consultation and consideration.

Leader emphasizes co-operation and support.

Leader believes results are best achieved in a controlled system.

Leader has clear vision, including how and when things should be done.

Leader is accountable for the decision-making.

You can use these generalized models as guidance for defining your own leadership philosophy. Nonetheless, you shouldn't try to copy a specific leadership philosophy. While learning about other philosophies can be a solid way to identify useful qualities, you need to adopt an approach that comes from your heart. Later on in the guide, we'll provide you with a systematic guide to drawing your unique leadership philosophy.

WHY SHOULD YOU HAVE A LEADERSHIP PHILOSOPHY?

Leadership philosophy has a foundational element to it. The different components included create a strong basis on which to build on and take your leadership forward. You are better-equipped to lead and to succeed in your leadership with a leadership philosophy due to three core benefits: character, consistency and collaboration.

Character

Drafting a leadership philosophy will provide clarity and focus in your character. Character matters because it influences your everyday decision-making and communication with other people. Without a proper understanding of your character and the traits you truly value, you are more likely to fall into bad habits and to let emotions control you.

By making a conscious decision with the help of a leadership philosophy, you outline the characteristics you want to strive for and which you value in other people as well. In a way, you become better at controlling your behavior and you strengthen the qualities required of a successful leader.

Consistency

The above benefit directly relates to the second advantage of creating a leadership philosophy: consistency. The most important aspect of the philosophy is setting out and defining your values and objectives.

Once you define these, you immediately create more consistency to your behavior and actions. You have guidelines, which help you make decisions and take action. You'll always use the same defining values at the heart of your decision-making. Let's assume your leadership philosophy is defined by sustainability.

Whenever you are faced with a decision, you will evaluate the options based on how they relate to the value of sustainability - Will it hinder or enhance it? This assures your actions and behaviours are consistent. You don't flip-flop from one value to another, but you stick to your principles.

Collaboration

Leadership always requires a level of collaboration. Since you need followers to voluntarily to follow you, you can't expect to achieve much without an understanding and focus on teamwork. Getting along with people will become much easier if you have a clear leadership philosophy to follow.

Among the things you need to define with your philosophy is your approach to collaboration. The framework requires careful consideration of engagement, communication and accountability. Defining these, you create more consistency and improve your chances of more meaningful collaboration.

People will know what your values are, they understand your approach to teamwork and thus they feel more comfortable because you follow these well-defined patterns of behavior. Essentially, people can trust you because they don't need to constantly be on their toes.

Overall, leadership philosophy will provide clarity to your leadership. Business strategist and author John Spence has written a good blog post on the topic and in it, he gave a powerful example of the benefits of a leadership philosophy. He used the famous quote by Walt Disney to make a point about why successful leaders need to define the framework for action.

The quote says, " When values are clear decisions are easy." Spence flipped it around stating, " When values are not clear decisions are difficult." By defining your leadership philosophy, you clarify your decision-making by enhancing your focus on the values and actions that truly matter.

PUBLISHING YOUR LEADERSHIP PHILOSOPHY

My Philosophy of Leadership is to surround myself with good people, who have ability, judgment and knowledge, but above all, a passion for service. - Sonny Perdue (American Politician)

We will outline the four steps to developing a leadership philosophy in the next section, with one of the steps involving writing down your ideas. Before providing you with the format for your written philosophy, we are going to explain why having a published leadership philosophy matters.

As you'll see in the next section a written leadership philosophy statement can be useful in getting to the heart of your true values and ideas. By having a written statement, you are sure to have a reminder of the ideals you want to be pushing towards. But it can be more beneficial to have the leadership philosophy published or at least shared with a few people because it increases your accountability.

If you are the only one aware of your leadership principles, you don't need to worry about others calling you out on doing something against your values since no one has knowledge of them. On the other hand, if you are loosing your sense of direction, a person who has seen your leadership philosophy statement can nudge you back in the right direction. The objectives you want to deliver and the values you want to keep at the heart of your leadership will be known. Even the knowledge that people have access to your statement or your closest friends or mentors know it can be enough to keep you focused on following your path.

Aside from accountability, publishing your leadership philosophy will provide another major benefit: the ability to reflect. While the philosophy must naturally be built around your actual values and objectives you want to achieve, bouncing these ideas with another person can provide an invaluable angle to your thinking. The ability to reflect on your ideas and to go them through with another person can add ideas to your thinking you hadn't thought about before. The way you see yourself will always differ slightly from the experience of others and you can learn a great deal about your characteristics by asking questions from others.

If you share your leadership philosophy, you'll be able to reflect on your ideas from a completely different perspective. The feedback can be useful in ensuring your philosophy is the best roadmap for you to move forward. Don't worry about the feedback being negative; a well-constructed leadership philosophy is sure to inspire others. Overall, the idea behind publishing or sharing your leadership philosophy is all about feedback. If you are criticized consider the words carefully and think whether there is some truth to them.

How to publish your leadership philosophy? There are different ways to go about it. You could naturally share with a few close friends or colleagues and ask their opinions. If you have a leadership mentor or a coach, then it's a good idea to talk about the statement with them. But you could go further than that and have your leadership philosophy on your personal website. This could potentially be a good idea even in terms of career progression, as future employers might get a better understanding of what your leadership looks like.

Finally, don't use publishing the statement just for feedback, ensure you have someone to keep a check on you to ensure you are following your values and objectives.

THE STEPS TO DEVELOPING A LEADERSHIP PHILOSOPHY

Hopefully, the above would have convinced you about the importance of having a leadership philosophy. We've talked about the characteristics of the framework, but how do you develop it? Here are the four steps you need to take in order to draft a proper leadership philosophy, which will guarantee you succeed as a leader.

Step 1: Define your values and priorities

The first, and perhaps the most important part of the process is defining your values and priorities. You need to look deep inside you to discover the values you want to highlight and which you think make leaders great. You need to be able to answer the following questions as part of this step:

What are the values I think are the most important in life and business?

What are my personal strengths and weaknesses when it comes to values and behaviors?

What do I feel are the priorities of a leader?

But how do you define the core values and priorities? It's easy to create a list of things you think are important, but you need to dig deeper when it comes to a leadership philosophy. First, you need to actually understand why you think a specific value has value. Second, you can't have a list of 20 values as this doesn't truly clarify your position, but instead, you must focus on just a few core priorities. Entrepreneur and author Kevin Daum has written a great post on Inc. on how to define your values. Daum suggests taking the following steps:

Identifying the following moments from your life and describing them in detail:

Three greatest accomplishments

Three greatest moments of efficiency

Three greatest failures

Three greatest moments of inefficiency

Consider the above moments and examine the possible common themes between them.

Using these common themes, identify the advice/tips you would give yourself. For example, if you find yourself avoiding conflict situations, your advice might be "Don't walk away from difficult situations."

Refine your advice into a value. For instance, the above advice could become "Confront difficulties"

Furthermore, once you have these core values and themed outlines, it's auspicious to take a moment to define them properly. Let's say you realized ' authenticity ' is a value you cherish. Define what you mean by it by writing down a few sentences. You can use the formula:
"Authenticity to me means..."
You can do this with all of your values, whether the value is ' communication', ' family', or ' competitiveness '. It is definitely worthwhile doing this all on paper because it will help you better communicate your ideas to yourself.

When you've selected your values, you need to prioritize them further. If you have around 3-7 values selected, you should consider which ones resonate the most with you or which you think are the most essential in terms of leadership. An effective way to prioritize your values is by comparing them with each other. You can do it by simply taking two values, such as ' authenticity' and ' respect ', and make the following statements with your chosen values:

Authenticity but NO respect

Respect but NO authenticity

Would you pick the first or the second sentence? The value you choose is the one you rank as more important. You can do this prioritization with all of your values by comparing them against each other. You should eventually have a value on top that beat all the others in comparison.

Step 2: Define the desirable outcomes you want to achieve

As well as defining your values, you also need to examine the outcomes you wish to achieve as a leader. In order to do this, you need to study the outcomes you want to achieve in the light of your chosen values. First, you should identify the goals for your leadership and the possible operational goals your organization is looking to achieve.

What are the actions you want to or should achieve as a leader? An auspicious way to set goals is by using the SMART method, described in the image below:

Furthermore, once you've identified the objectives, you need to outline and write down the actions required to achieve these goals. The actions can range from finding tools to motivate your team to enhance innovation.

When you have the goals defined, you must reflect on the ways your values relate to and impact these objectives. You can do this by answering the following questions:

How do my values support the key goals of leadership? Remember leadership was about influencing others to follow your vision. You need to pick each value and examine how it would help inspire others and move you closer to your vision. If you value 'honesty', then you want to consider how it is demonstrated in influential leadership.

How do my values support the operational goals? You should consider the same in terms of the specific organizational objectives you've identified.

How can my values strengthen the actions required to achieve the objectives? Look at each action and consider the different ways your values would have a positive impact on it. 'Honesty' could be seen as a way to strengthen trust, which in turn would boost motivation, for example.

How do my values show in the way I communicate with my teams? Think about the above and the positive or negative impact your values, actions and objectives will have on the team. You want to identify the routes that uphold your values, but create a meaningful partnership with your followers.

What are the behaviors and actions I expect from my followers? Your followers don't necessarily have to subscribe to the exact same values as you do or prioritize the values the same way. Nonetheless, you need to consider the behaviors and actions, which are in conflict with the objectives you want to achieve as a leader and as an organization, and the behaviors, which are not sustainable in terms of your own values.

The above helps you to clarify what your leadership philosophy should look like in action. It makes the values turn into concrete examples in terms of behaviors and actions.

Step 3: Write down your leadership philosophy

With the above steps concluded, you can start putting your leadership philosophy on paper. We briefly mentioned the importance of having a written statement in the previous section. Writing down your philosophy helps clarify your ideas and makes it all just a bit more concrete. It can improve your focus and help you keep yourself more accountable, since you can always go back and read what you've created.

To help you write down your leadership format, we propose using the format below, although you can always just write a document in your own style. The format is based on the four core elements of leadership philosophy: theory, attitude, principles and behavior.

Write the specific elements of leadership you believe are at the heart of being a good leader; the values you prioritize. An example sentence could be: I believe in confronting issues head-on is the key to better communication.
Attitude: My thoughts will ___________ and my words will ______________. Principles: I will lead by/with ____________. Behavior: I expect to ___________ and ____________ in situations.
These sentences refer to the attitudes you want to foster in the workplace; the example you want to set with your own attitude. The aim is to focus on the attitude you think will boost your success as a leader and help to achieve the objectives you've set out. You might say, " My thoughts will focus on finding solutions and my words will be based on honesty and integrity. "

The focus is on writing down the guiding principles you will use as part of your leadership. These are the top priorities to you as a leader; the principles you won't negotiate on and which you'll consider each time you make decisions. You'll most likely end up writing a few of these and an example sentence might be: I will lead by understanding and embracing change and how situations and people can change over time.

Finally, you need to write down how you will behave and react in the workplace, no matter what the situation is. The behaviors should reflect your leadership philosophy and highlight the core ideas in action. The identification of your past successes and failures during Step 1 will help with the last point. You could state, "I expect to consider the different options and listen to feedback in challenging situations."

When it comes to drafting the document, there are a few things to keep in mind. First, keep it concise; you don't want the document to be more than one page. You should be able to state the essence of your leadership philosophy in a few sentences. The other crucial point is to aim for clarity and this is why you also want someone else to have a look at your philosophy.

You need to define the philosophy in a manner that will help others to understand it without the need to ask multiple questions. Even if you decide not to publish it, you want at least one person to view it. Aiming for clarity will guarantee you truly understand what you are looking for with your philosophy and this will guarantee you are focused on your intentions.

Step 4: Evaluate your leadership philosophy

Finally, it's not enough to write your leadership philosophy and continue with your daily activities; you need to actively evaluate how well you are holding on to your ideals. You must regularly reflect on how well your actions and behaviors follow your statements. Essentially, you need to hold yourself accountable.

Take time to review your leadership philosophy and go back to your previous actions. Are you practicing what you preach? What are the things you excel in and which behaviors and actions do you struggle to follow? You could look at these questions each week or every month. Write a list of the major actions you took that week; for example, consider the three successes for the weak and the three possible failures for the week.

Reflect on which principles you held on to and which actions or behaviors went against what you believe in. As you identify the actions and behaviors where you didn't follow your leadership philosophy, consider what were the reasons leading to this situation. Why didn't you remember your philosophy at that moment or why did you reject it? This will help you understand what are the areas where you need to work harder on or even identify the values and priorities that might be unattainable for you.

Furthermore, you should occasionally have a chat with people who know you or who work with you. Finding out what they think your guiding principles are can reveal a great deal to you about how they view you and whether your philosophy shows in action. If your followers identify values that are counter to everything you've written in your statement, then you are properly doing something wrong as a leader. On the other hand, if people relate values to you, which are at the heart of your philosophy, you get confirmation you are on the right path and achieving success as a leader.

As eluded to earlier, evaluating your leadership philosophy will help you realize whether your philosophy is working or not. If it's not, you need to carefully think about the reasons behind the failure. It might be that you are simply failing in staying true and you need more time to instill these values deeper into your actions. Just continue to be more mindful of your philosophy and think more about the ways you can stick to your principles. But your failures might not be due to lack of motivation.

It could well be the actions and behaviors you chose are not truly you and do not fit into your leadership strategy. Therefore, you might have to re-evaluate each value and principle, adding in new ones and removing the ones that don't reflect your philosophy. Successful leadership is a fluid strategy and the philosophy shouldn't be too rigid either. As you gain more experience, both in business and in life, you will develop and grow as a person. This personal development might well change the way you approach leadership and therefore, you should be willing to make small changes to your philosophy if you feel like it.

The video clip below on self-reflection is a valuable watch because it highlights the importance of being more aware of the impact of your decisions. It's an important lesson to keep in mind when evaluating your leadership philosophy.

FINAL THOUGHTS

Leadership philosophy is a crucial element, as it acts as the foundation for your leadership. It helps you determine the guiding principles, behaviours and actions you want to put at the heart of your leadership. By carefully considering your values, priorities and objectives, you can create a framework for effective and focused leadership.

Having a leadership philosophy creates clarity to your decision-making and your actions, which help you to inspire and to motivate the followers to support your vision. You will be a leader with a clear mission and way of operating, which makes it easier for people to respect and trust you because they will always know where you are coming from.

When it comes to drafting a leadership philosophy the key is to spend time analyzing yourself and writing down the things you believe in and value. Creating a document will ensure you are not only accountable, but can easily remind yourself to focus on the essentials. It ensures you aren't just thinking about specific actions and behaviors, but to actually implement these in your leadership.

Leadership philosophy is often based on intuition, but also a careful examination of what your strengths and weaknesses are. It's about finding the voice that truly speaks for you rather than pretending to subscribe to things you don't believe in or can't achieve.

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How to Develop a Leadership Philosophy that Inspires | Cleverism

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Think about the most successful leaders in the world, past and present. If you were to compare them with inefficient leaders, the difference wouldn't necessarily come from their skills. The more important factor would be how the successful leaders would be able to provide you with a clear and defined approach to how they lead other people: their leadership philosophy.

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Interview questions can help to evaluate a job applicant's leadership experience, skills, and potential. If you are hiring for a role that demands a competent leader, asking the right questions during the interview process could help you find the person that will take your business to the next level.

Below you will find a list of common leadership interview questions, as well as tips on identifying leaders, within and outside your organization.

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Interview questions can help to evaluate a job applicant's leadership experience, skills, and potential. If you are hiring for a role that demands a competent leader, asking the right questions during the interview process could help you find the person that will take your business to the next level.

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what is leadership? organizational leadership

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What is Leadership? Organizational Leadership - ppt video online download

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What is Leadership? Effective leadership Influence that assists an organization to meet its goals and perform successfully Effective leaders: Enable people to accomplish more than if there had been no such leadership Unlock other people's potential

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A few years ago, leaders, entrepreneurs, and innovators created companies, whereas managers were hired to run their operations. But, nowadays, you will notice that our educational system is mostly geared towards business management education. Also, there is a perceptual change that treats both management and leadership as the same, which is not a mere reality. So, in this leadership vs management article, we will dig deep into the differences between leadership and management.

What is Leadership?

Leadership is the creation of positive, non-incremental change through meticulous planning, vision, and strategy. Workforce empowerment and adaptive decision-making also add up to the crucial attributes of leadership. Most often, people relate leadership with one's position in an organization. But leadership has nothing to do with titles, management, or one's personal agendas. It's also not restricted to personality traits such as better vision or charismatic personality.

Watch this video to understand the difference between leadership and management.

It is more like a process of social influence, which maximizes the efforts of others toward the achievement of a common goal. It stems from social influence and requires human resources to achieve the intended outcomes. A leader is someone who always takes the initiative and invests a great effort to accomplish the company's vision. That is the only reason why people around them start following them.

Next, in this leadership vs management article, we will discover what management is all about.

Business & Leadership Courses

What is Management?

Management is all about performing pre-planned tasks on a regular basis with the help of subordinates. A manager is completely responsible for carrying out the four important functions of management: planning, organizing, leading, and controlling. Managers can only become leaders if they adequately carry out leadership responsibilities, including communication of good and bad, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

But, unfortunately, not all managers can achieve that. Managerial responsibilities are often outlined in a job description, with subordinates following because of the professional title or classification. A manager's primary focus is on meeting organizational goals; they often do not take much else into consideration. With the title comes the authority and the privilege to promote, hire, or reward employees based on their performance and behavior.

Difference Between Leadership vs Management

The role of management is to control a group or group of individuals in order to achieve a specified objective. Leadership is the ability of an individual to influence, motivate, and enable others to contribute to the organization's success.

Management is responsible for controlling an organization, a group, or a set of entities to achieve a particular objective. Managing is about making sure the day-to-day operations are being performed as expected. A leader communicates in order to set direction, inspire, and motivate their team.

Leadership requires a vision to guide change. Whereas managers focus on achieving organizational goals through process implementation, such as budgeting, organizational structure, and staffing, leaders are more concerned with thinking ahead and seizing opportunities.

It is possible to be a manager and a leader at the same time. But keep in mind that just because someone is a great leader doesn't mean they'll be a great manager or the other way around. So, what factors distinguish these two roles? Moving ahead in this leadership vs management article, we explore those factors.

1. Differences in Vision

Leaders are considered as visionaries. They set the pathways to excel the organizational growth. They always examine where their organization stands, where they want to go, and how they can reach there by involving the team.

In comparison, managers set out to achieve organizational goals by implementing processes, such as budgeting, organizational structuring, and staffing. Managers' vision is bound to the implementation strategies, planning, and organizing tasks to reach the objectives set out by leaders. However, both of these roles are equally important in the context of business environments and necessitate associative efforts.

2. Organizing vs Aligning

Managers achieve their goals by using coordinated activities and tactical processes. They break down long-time goals into tiny segments and organize available resources to reach the desired outcome.

On the other hand, leaders are more concerned with how to align and influence people than how to assign work to them. They achieve this by assisting individuals in envisioning their function in a wider context and the possibility for future growth that their efforts may give.

Also Read Future Of Work: What Job Roles Will Look Like In 10 Years

3. Differences in Queries

A leader asks what and why, whereas a manager focuses on the questions of how and when. To do justice to their duties as a leader, one might question and challenge the authority to reverse decisions that may not be in the better interests of the team. If a firm has a stumbling block, a leader will be the one to step up and ask, What did we learn from this? and Why has this happened?

On the other hand, managers are not required to assess and analyze failures. Their job description emphasizes asking How and When, which assists them in ensuring that plans are carried out correctly. They prefer to accept the status quo and make no attempt to change it.

4. Position vs Quality

A manager is a role that frequently refers to a specific job within an organization's structure, whereas the term leader has a more ambiguous definition. Leadership emerges as a result of your actions. You are a leader if you act in a way that inspires others to do their best. It makes no difference what your title or position is. On the other hand, a manager is a job title that comes with a fixed set of responsibilities.

What are the Similarities Between Leadership and Management?

There are many ways in which management and leadership are comparable. Both require establishing objectives, coming up with strategies to get there, and tracking the development. Both demand collaboration with others, effective communication, decision-making, problem-solving, strategic thinking, and accountability in order to succeed. Managers and leaders are responsible for gathering data, weighing options, and making decisions that will benefit their team or company. Additionally, they must accept accountability for their deeds and be open and honest about them. In general, effective leadership and management require a combination of these skills because they share many essential qualities.

What Do Managers Do?

A manager is a member of an organization with the responsibility of carrying out the four important functions of management: planning, organizing, leading, and controlling. But are all managers leaders?

Most managers also tend to be leaders, but only IF they also adequately carry out the leadership responsibilities of management, which include communication, motivation, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

Unfortunately, not all managers are leaders. Some managers have poor leadership qualities, and employees follow orders from their managers because they are obligated to do so-not necessarily because they are influenced or inspired by the leader.

Managerial duties are usually a formal part of a job description; subordinates follow as a result of the professional title or designation. A manager's chief focus is to meet organizational goals and objectives; they typically do not take much else into consideration. Managers are held responsible for their actions, as well as for the actions of their subordinates. With the title comes the authority and the privilege to promote, hire, fire, discipline, or reward employees based on their performance and behavior.

What Do Leaders Do?

The primary difference between management and leadership is that leaders don't necessarily hold or occupy a management position. Simply put, a leader doesn't have to be an authority figure in the organization; a leader can be anyone.

Unlike managers, leaders are followed because of their personality, behavior, and beliefs. A leader personally invests in tasks and projects and demonstrates a high level of passion for work. Leaders take a great deal of interest in the success of their followers, enabling them to reach their goals to satisfaction-these are not necessarily organizational goals.

There isn't always tangible or formal power that a leader possesses over his followers. Temporary power is awarded to a leader and can be conditional based on the ability of the leader to continually inspire and motivate their followers.

Subordinates of a manager are required to obey orders while following is optional when it comes to leadership. Leadership works on inspiration and trust among employees; those who do wish to follow their leader may stop at any time. Generally, leaders are people who challenge the status quo. Leadership is change-savvy, visionary, agile, creative, and adaptive.

How to Measure Effective Leadership?

Considering this certain leadership is an individualized and multifaceted concept, measuring successful leadership can be challenging. Assessing employee engagement, turnover rates, and performance metrics are a few typical methods to gauge effective leadership. Effective leaders are adept at fostering a positive work atmosphere and building trusting relationships with their team, which results in high employee engagement levels and reduced turnover rates. A leader's capacity to hit performance benchmarks and realize organizational objectives can also be used to gauge their efficacy. The efficacy of a leader can also be evaluated through regular performance reviews, 360-degree assessments, and feedback from stakeholders and employees.

How to Measure Effective Management?

A number of variables, such as employee satisfaction, productivity, efficiency, and financial performance, can be used to gauge efficient management. High-performing teams should be easy to create and manage, effective delegation of tasks, clear goals and expectations, and the adoption of efficient procedures are all skills that successful managers should possess. A manager's efficacy can be evaluated using key performance indicators (KPIs) like sales figures, customer satisfaction ratings, and production rates. Additionally helpful sources of information about a manager's success include employee feedback, 360-degree evaluations, and routine performance reviews. In the end, a manager should be able to drive outcomes while fostering a good workplace culture and supporting employee growth.

How to Develop Leadership and Management Skills?

There are various methods for honing management and leading abilities. One method is to look for formal education and training programs, such as management development programs or business courses. Another method is to participate in volunteer work, internships, or projects as a leader to gain real-world experience. It can also be helpful to find areas for improvement by asking for feedback from mentors, peers, and colleagues. Developing self-awareness and emotional intelligence can also improve leadership and management abilities. Keeping up with industry trends and networking with other pros can also present chances to pick up new insights and learn from others. Practice, feedback, and continuous learning are essential to developing effective leadership and management skills.

What are the Traits a Manager Possesses?

Below are four important traits of a manager:

1. The Ability to Execute a Vision

Managers build a strategic vision and break it down into a roadmap for their team to follow.

2. The Ability to Direct

Managers are responsible for day-to-day efforts while reviewing necessary resources, and anticipating the need to make changes along the way.

3. Process Management

Managers have the authority to establish work rules, processes, standards, and operating procedures.

4. People Focused

Managers are known to look after and cater to the needs of the people they are responsible for: listening to them, involving them in certain key decisions, and accommodating reasonable requests for change to contribute to increased productivity.

What are the Traits a Leader Possesses?

Below are five important traits of a leader:

1. Vision A leader knows where they stand, where they want to go and tend to involve the team in charting a future path and direction.

2. Honesty and Integrity Leaders have people who believe them and walk by their side down the path the leader sets.

3. Inspiration Leaders are usually inspirational-and help their team understand their own roles in a bigger context.

4. Communication Skills Leaders always keep their team informed about what's happening, both present and the future-along with any obstacles that stand in their way.

5. Ability to Challenge Leaders are those that challenge the status quo. They have their style of doing things and problem-solving and are usually the ones who think outside the box.

The Three Important Differences Between a Manager and a Leader

Being a manager and a leader at the same time is a viable concept. But remember, just because someone is a phenomenal leader, it does not necessarily guarantee that the person will be an exceptional manager as well, and vice versa. So, what are the standout differences between the two roles?

1. A Leader Invents or Innovates While a Manager Organizes
The leader of the team comes up with new ideas and kickstarts the organization's shift or transition to a forward-thinking phase. A leader always has his or her eyes set on the horizon, developing new techniques and strategies for the organization. A leader has immense knowledge of all the current trends, advancements, and skillsets-and has a clarity of purpose and vision. By contrast, a manager is someone who generally only maintains what is already established. A manager needs to watch the bottom line while controlling employees and workflow in the organization and preventing any chaos.

In his book, The Wall Street Journal Essential Guide to Management: Lasting Lessons from the Best Leadership Minds of Our Time, Alan Murray cites that a manager is someone who "establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance." Managers understand the people they work with and know which person is the best fit for a specific task.

2. A Manager Relies on Control, Whereas a Leader Inspires Trust: A leader is a person who pushes employees to do their best and knows how to set an appropriate pace and tempo for the rest of the group. Managers, on the other hand, are required by their job description to establish control over employees, which, in turn, helps them develop their assets to bring out their best. Thus, managers have to understand their subordinates well to do their job effectively.

3. A Leader Asks the Questions "What" and "Why", Whereas a Manager Leans More Toward the Questions "How" and "When": To be able to do justice to their role as a leader, some may question and challenge authority to modify or even reverse decisions that may not have the team's best interests in mind. Good leadership requires a great deal of good judgment, especially when it comes to the ability to stand up to senior management over a point of concern or if there is an aspect in need of improvement. If a company goes through a rough patch, a leader will be the one who will stand up and ask the question: "What did we learn from this?"Managers, however, are not required to assess and analyze failures. Their job description emphasizes asking the questions "how" and "when," which usually helps them make sure that plans are properly executed. They tend to accept the status quo exactly the way it is and do not attempt a change.

The Three Tests

In the article Three Differences Between Managers And Leaders, Vineet Nayar discusses three tests he devised to help managers decide if they have successfully made the shift from managing people to leading them.

1. Counting Value vs. Creating Value:

Managers are the only ones who count value, he says. There are some who cut down on the value by disabling or otherwise countering ideas and people who add value.
Leaders, however, focus instead on working to generate a certain value that is over and above that which the team creates-and is as much a creator of value as their followers. Nayar goes on to say, "Leading by example and leading by enabling people are the hallmarks of action-based leadership."

2. Circles of Influence vs. Circles of Power: As mentioned previously, managers have subordinates and leaders gain followers, which implies that managers create a circle of power while leaders create a circle of influence. Nayar offers advice on how to identify which circle you have around you. He says, "The quickest way to figure out which of the two you're doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader."

3. Leading People vs. Managing People: One responsibility of a manager is controlling a group in order to accomplish a specific goal. Leadership, on the other hand, is the ability of an individual to motivate, influence, and enable other employees to make a contribution to the success of an organization. Inspiration and influence separate leaders from managers-not control and power.

Final Deduction

Leading and managing are two contrasting ways of making employees work together more efficiently. Leadership is a spearhead for the new vision and initiatives, whereas management controls the resources effectively to bring those visions into the realm of reality. With the passing of time, you can shape your leadership skills by developing emotional intelligence and learning how to influence others.

Conclusion

In this leadership vs management article, you learned what leadership and management are all about. You discovered how both work in the context of corporate setup. Later, you went through the differences between leadership vs management. And finally, you dived into the article's deduction.

If you are a working professional who wants to start a management or leadership career by studying for an MBA while still working in a C-suite job. Check out Simplilearn's Professional Certificate Program In Business Analysis, where you will learn how to tackle complex business problems using in-demand tools.

You can also start with MBA with Simplilearn's PGDM program, in cooperation with JAGSOM, which can prepare you to be a business leader. This program provides a number of MBA specializations, including Digital Marketing, Operations, Business Analytics, and Data Analytics. After successful completion of this course, you will earn an accredited management degree. So, go ahead and start exploring!

If you have any questions or need clarification on any section of this leadership vs management article, please leave them in the comments section at the bottom of this page; we will respond to them soon.

FAQs

1. What is the major difference between leadership and management?

Leadership and management are different from each other in many ways, however, the major difference between them is that management is a group of entities that work to accomplish a goal. Whereas, the leadership takes care of motivating, influencing, and empowering employees. Influence and inspiration separate leaders from managers, not power and control.

2. What are the 6 differences between leadership and management?

1. Leaders create a vision, managers create goals.

2. Leaders are change agents, managers maintain their status..

3. Leaders and unique, managers are influenced

4. Leaders take risks, managers evaluate risk

5. It takes time to become a leader, but it is easier to become a manager

6. Leaders create relationships, managers create systems.

3. Which is more important, leadership or management?

Both leaders and managers are important to run a successful business. Leadership ensures the overall values and ethics of the organization, whereas managers structure teams to achieve targets.

4. What is the difference between management and leadership?

Leadership focuses on motivating employees, making them believe in your vision and setting the right work culture at the company. On the other hand, management stresses day-to-day task progress and related issues.

5. Which is better, management or leadership?

Both management and leadership are naturally crucial for the smooth working of an organization. But, leadership is ahead of the management - a well-balanced organizational leadership in the core. Disciple process, vision and passion are essential to building a successful business.

6. What are the two key differences between leadership and management?

The 2 key differences between leadership and management are -

1. Leadership creates values, management counts those values.

2. Leadership leads people, management manages the work people do.

7. What comes first, leadership or management?

Leadership comes first as they drive the organization with their vision.

What is Leadership?

Leadership is the creation of positive, non-incremental change through meticulous planning, vision, and strategy. Workforce empowerment and adaptive decision-making also add up to the crucial attributes of leadership. Most often, people relate leadership with one's position in an organization. But leadership has nothing to do with titles, management, or one's personal agendas. It's also not restricted to personality traits such as better vision or charismatic personality.

Watch this video to understand the difference between leadership and management.

It is more like a process of social influence, which maximizes the efforts of others toward the achievement of a common goal. It stems from social influence and requires human resources to achieve the intended outcomes. A leader is someone who always takes the initiative and invests a great effort to accomplish the company's vision. That is the only reason why people around them start following them.

Next, in this leadership vs management article, we will discover what management is all about.

Business & Leadership Courses

What is Management?

Management is all about performing pre-planned tasks on a regular basis with the help of subordinates. A manager is completely responsible for carrying out the four important functions of management: planning, organizing, leading, and controlling. Managers can only become leaders if they adequately carry out leadership responsibilities, including communication of good and bad, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

But, unfortunately, not all managers can achieve that. Managerial responsibilities are often outlined in a job description, with subordinates following because of the professional title or classification. A manager's primary focus is on meeting organizational goals; they often do not take much else into consideration. With the title comes the authority and the privilege to promote, hire, or reward employees based on their performance and behavior.

Difference Between Leadership vs Management

The role of management is to control a group or group of individuals in order to achieve a specified objective. Leadership is the ability of an individual to influence, motivate, and enable others to contribute to the organization's success.

Management is responsible for controlling an organization, a group, or a set of entities to achieve a particular objective. Managing is about making sure the day-to-day operations are being performed as expected. A leader communicates in order to set direction, inspire, and motivate their team.

Leadership requires a vision to guide change. Whereas managers focus on achieving organizational goals through process implementation, such as budgeting, organizational structure, and staffing, leaders are more concerned with thinking ahead and seizing opportunities.

It is possible to be a manager and a leader at the same time. But keep in mind that just because someone is a great leader doesn't mean they'll be a great manager or the other way around. So, what factors distinguish these two roles? Moving ahead in this leadership vs management article, we explore those factors.

1. Differences in Vision

Leaders are considered as visionaries. They set the pathways to excel the organizational growth. They always examine where their organization stands, where they want to go, and how they can reach there by involving the team.

In comparison, managers set out to achieve organizational goals by implementing processes, such as budgeting, organizational structuring, and staffing. Managers' vision is bound to the implementation strategies, planning, and organizing tasks to reach the objectives set out by leaders. However, both of these roles are equally important in the context of business environments and necessitate associative efforts.

2. Organizing vs Aligning

Managers achieve their goals by using coordinated activities and tactical processes. They break down long-time goals into tiny segments and organize available resources to reach the desired outcome.

On the other hand, leaders are more concerned with how to align and influence people than how to assign work to them. They achieve this by assisting individuals in envisioning their function in a wider context and the possibility for future growth that their efforts may give.

Also Read Future Of Work: What Job Roles Will Look Like In 10 Years

3. Differences in Queries

A leader asks what and why, whereas a manager focuses on the questions of how and when. To do justice to their duties as a leader, one might question and challenge the authority to reverse decisions that may not be in the better interests of the team. If a firm has a stumbling block, a leader will be the one to step up and ask, What did we learn from this? and Why has this happened?

On the other hand, managers are not required to assess and analyze failures. Their job description emphasizes asking How and When, which assists them in ensuring that plans are carried out correctly. They prefer to accept the status quo and make no attempt to change it.

4. Position vs Quality

A manager is a role that frequently refers to a specific job within an organization's structure, whereas the term leader has a more ambiguous definition. Leadership emerges as a result of your actions. You are a leader if you act in a way that inspires others to do their best. It makes no difference what your title or position is. On the other hand, a manager is a job title that comes with a fixed set of responsibilities.

What are the Similarities Between Leadership and Management?

There are many ways in which management and leadership are comparable. Both require establishing objectives, coming up with strategies to get there, and tracking the development. Both demand collaboration with others, effective communication, decision-making, problem-solving, strategic thinking, and accountability in order to succeed. Managers and leaders are responsible for gathering data, weighing options, and making decisions that will benefit their team or company. Additionally, they must accept accountability for their deeds and be open and honest about them. In general, effective leadership and management require a combination of these skills because they share many essential qualities.

What Do Managers Do?

A manager is a member of an organization with the responsibility of carrying out the four important functions of management: planning, organizing, leading, and controlling. But are all managers leaders?

Most managers also tend to be leaders, but only IF they also adequately carry out the leadership responsibilities of management, which include communication, motivation, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

Unfortunately, not all managers are leaders. Some managers have poor leadership qualities, and employees follow orders from their managers because they are obligated to do so-not necessarily because they are influenced or inspired by the leader.

Managerial duties are usually a formal part of a job description; subordinates follow as a result of the professional title or designation. A manager's chief focus is to meet organizational goals and objectives; they typically do not take much else into consideration. Managers are held responsible for their actions, as well as for the actions of their subordinates. With the title comes the authority and the privilege to promote, hire, fire, discipline, or reward employees based on their performance and behavior.

What Do Leaders Do?

The primary difference between management and leadership is that leaders don't necessarily hold or occupy a management position. Simply put, a leader doesn't have to be an authority figure in the organization; a leader can be anyone.

Unlike managers, leaders are followed because of their personality, behavior, and beliefs. A leader personally invests in tasks and projects and demonstrates a high level of passion for work. Leaders take a great deal of interest in the success of their followers, enabling them to reach their goals to satisfaction-these are not necessarily organizational goals.

There isn't always tangible or formal power that a leader possesses over his followers. Temporary power is awarded to a leader and can be conditional based on the ability of the leader to continually inspire and motivate their followers.

Subordinates of a manager are required to obey orders while following is optional when it comes to leadership. Leadership works on inspiration and trust among employees; those who do wish to follow their leader may stop at any time. Generally, leaders are people who challenge the status quo. Leadership is change-savvy, visionary, agile, creative, and adaptive.

How to Measure Effective Leadership?

Considering this certain leadership is an individualized and multifaceted concept, measuring successful leadership can be challenging. Assessing employee engagement, turnover rates, and performance metrics are a few typical methods to gauge effective leadership. Effective leaders are adept at fostering a positive work atmosphere and building trusting relationships with their team, which results in high employee engagement levels and reduced turnover rates. A leader's capacity to hit performance benchmarks and realize organizational objectives can also be used to gauge their efficacy. The efficacy of a leader can also be evaluated through regular performance reviews, 360-degree assessments, and feedback from stakeholders and employees.

How to Measure Effective Management?

A number of variables, such as employee satisfaction, productivity, efficiency, and financial performance, can be used to gauge efficient management. High-performing teams should be easy to create and manage, effective delegation of tasks, clear goals and expectations, and the adoption of efficient procedures are all skills that successful managers should possess. A manager's efficacy can be evaluated using key performance indicators (KPIs) like sales figures, customer satisfaction ratings, and production rates. Additionally helpful sources of information about a manager's success include employee feedback, 360-degree evaluations, and routine performance reviews. In the end, a manager should be able to drive outcomes while fostering a good workplace culture and supporting employee growth.

How to Develop Leadership and Management Skills?

There are various methods for honing management and leading abilities. One method is to look for formal education and training programs, such as management development programs or business courses. Another method is to participate in volunteer work, internships, or projects as a leader to gain real-world experience. It can also be helpful to find areas for improvement by asking for feedback from mentors, peers, and colleagues. Developing self-awareness and emotional intelligence can also improve leadership and management abilities. Keeping up with industry trends and networking with other pros can also present chances to pick up new insights and learn from others. Practice, feedback, and continuous learning are essential to developing effective leadership and management skills.

What are the Traits a Manager Possesses?

Below are four important traits of a manager:

1. The Ability to Execute a Vision

Managers build a strategic vision and break it down into a roadmap for their team to follow.

2. The Ability to Direct

Managers are responsible for day-to-day efforts while reviewing necessary resources, and anticipating the need to make changes along the way.

3. Process Management

Managers have the authority to establish work rules, processes, standards, and operating procedures.

4. People Focused

Managers are known to look after and cater to the needs of the people they are responsible for: listening to them, involving them in certain key decisions, and accommodating reasonable requests for change to contribute to increased productivity.

What are the Traits a Leader Possesses?

Below are five important traits of a leader:

1. Vision A leader knows where they stand, where they want to go and tend to involve the team in charting a future path and direction.

2. Honesty and Integrity Leaders have people who believe them and walk by their side down the path the leader sets.

3. Inspiration Leaders are usually inspirational-and help their team understand their own roles in a bigger context.

4. Communication Skills Leaders always keep their team informed about what's happening, both present and the future-along with any obstacles that stand in their way.

5. Ability to Challenge Leaders are those that challenge the status quo. They have their style of doing things and problem-solving and are usually the ones who think outside the box.

The Three Important Differences Between a Manager and a Leader

Being a manager and a leader at the same time is a viable concept. But remember, just because someone is a phenomenal leader, it does not necessarily guarantee that the person will be an exceptional manager as well, and vice versa. So, what are the standout differences between the two roles?

1. A Leader Invents or Innovates While a Manager Organizes
The leader of the team comes up with new ideas and kickstarts the organization's shift or transition to a forward-thinking phase. A leader always has his or her eyes set on the horizon, developing new techniques and strategies for the organization. A leader has immense knowledge of all the current trends, advancements, and skillsets-and has a clarity of purpose and vision. By contrast, a manager is someone who generally only maintains what is already established. A manager needs to watch the bottom line while controlling employees and workflow in the organization and preventing any chaos.

In his book, The Wall Street Journal Essential Guide to Management: Lasting Lessons from the Best Leadership Minds of Our Time, Alan Murray cites that a manager is someone who "establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance." Managers understand the people they work with and know which person is the best fit for a specific task.

2. A Manager Relies on Control, Whereas a Leader Inspires Trust: A leader is a person who pushes employees to do their best and knows how to set an appropriate pace and tempo for the rest of the group. Managers, on the other hand, are required by their job description to establish control over employees, which, in turn, helps them develop their assets to bring out their best. Thus, managers have to understand their subordinates well to do their job effectively.

3. A Leader Asks the Questions "What" and "Why", Whereas a Manager Leans More Toward the Questions "How" and "When": To be able to do justice to their role as a leader, some may question and challenge authority to modify or even reverse decisions that may not have the team's best interests in mind. Good leadership requires a great deal of good judgment, especially when it comes to the ability to stand up to senior management over a point of concern or if there is an aspect in need of improvement. If a company goes through a rough patch, a leader will be the one who will stand up and ask the question: "What did we learn from this?"Managers, however, are not required to assess and analyze failures. Their job description emphasizes asking the questions "how" and "when," which usually helps them make sure that plans are properly executed. They tend to accept the status quo exactly the way it is and do not attempt a change.

The Three Tests

In the article Three Differences Between Managers And Leaders, Vineet Nayar discusses three tests he devised to help managers decide if they have successfully made the shift from managing people to leading them.

1. Counting Value vs. Creating Value:

Managers are the only ones who count value, he says. There are some who cut down on the value by disabling or otherwise countering ideas and people who add value.
Leaders, however, focus instead on working to generate a certain value that is over and above that which the team creates-and is as much a creator of value as their followers. Nayar goes on to say, "Leading by example and leading by enabling people are the hallmarks of action-based leadership."

2. Circles of Influence vs. Circles of Power: As mentioned previously, managers have subordinates and leaders gain followers, which implies that managers create a circle of power while leaders create a circle of influence. Nayar offers advice on how to identify which circle you have around you. He says, "The quickest way to figure out which of the two you're doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader."

3. Leading People vs. Managing People: One responsibility of a manager is controlling a group in order to accomplish a specific goal. Leadership, on the other hand, is the ability of an individual to motivate, influence, and enable other employees to make a contribution to the success of an organization. Inspiration and influence separate leaders from managers-not control and power.

Final Deduction

Leading and managing are two contrasting ways of making employees work together more efficiently. Leadership is a spearhead for the new vision and initiatives, whereas management controls the resources effectively to bring those visions into the realm of reality. With the passing of time, you can shape your leadership skills by developing emotional intelligence and learning how to influence others.

Conclusion

In this leadership vs management article, you learned what leadership and management are all about. You discovered how both work in the context of corporate setup. Later, you went through the differences between leadership vs management. And finally, you dived into the article's deduction.

If you are a working professional who wants to start a management or leadership career by studying for an MBA while still working in a C-suite job. Check out Simplilearn's Professional Certificate Program In Business Analysis, where you will learn how to tackle complex business problems using in-demand tools.

You can also start with MBA with Simplilearn's PGDM program, in cooperation with JAGSOM, which can prepare you to be a business leader. This program provides a number of MBA specializations, including Digital Marketing, Operations, Business Analytics, and Data Analytics. After successful completion of this course, you will earn an accredited management degree. So, go ahead and start exploring!

If you have any questions or need clarification on any section of this leadership vs management article, please leave them in the comments section at the bottom of this page; we will respond to them soon.

FAQs

1. What is the major difference between leadership and management?

Leadership and management are different from each other in many ways, however, the major difference between them is that management is a group of entities that work to accomplish a goal. Whereas, the leadership takes care of motivating, influencing, and empowering employees. Influence and inspiration separate leaders from managers, not power and control.

2. What are the 6 differences between leadership and management?

1. Leaders create a vision, managers create goals.

2. Leaders are change agents, managers maintain their status..

3. Leaders and unique, managers are influenced

4. Leaders take risks, managers evaluate risk

5. It takes time to become a leader, but it is easier to become a manager

6. Leaders create relationships, managers create systems.

3. Which is more important, leadership or management?

Both leaders and managers are important to run a successful business. Leadership ensures the overall values and ethics of the organization, whereas managers structure teams to achieve targets.

4. What is the difference between management and leadership?

Leadership focuses on motivating employees, making them believe in your vision and setting the right work culture at the company. On the other hand, management stresses day-to-day task progress and related issues.

5. Which is better, management or leadership?

Both management and leadership are naturally crucial for the smooth working of an organization. But, leadership is ahead of the management - a well-balanced organizational leadership in the core. Disciple process, vision and passion are essential to building a successful business.

6. What are the two key differences between leadership and management?

The 2 key differences between leadership and management are -

1. Leadership creates values, management counts those values.

2. Leadership leads people, management manages the work people do.

7. What comes first, leadership or management?

Leadership comes first as they drive the organization with their vision.

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Leadership vs Management: Understanding The Key Difference | Simplilearn

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Know the key difference between leadership vs. management. Understand what leadership is, what management is, and their roles. Read on for details.

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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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The following numerical scores are calculated from your answers to the EI test. If you have answered honestly and accurately, your scores, out of 10 for each quadrant, will reflect your capability level within each of the EI quadrants. (You might want to print out this result; if you do not, you will have to retake the test if you want these scores later since they are not saved anywhere.) To gain a picture of what each of the EI quadrants covers, read the short descriptions below.

You have answered 0 questions out of 40.For best results, you should answer all the questions that apply.

For more information about interpreting your scores, click here. For more information aboutEmotional Intelligence and how to use it for your personal growth, please contact, Malcolm Lazenby
Please remember that this Sampler is NOT scientifically validated. We cannot guarantee the accuracy of the results of this EI analysis.

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The following numerical scores are calculated from your answers to the EI test. If you have answered honestly and accurately, your scores, out of 10 for each quadrant, will reflect your capability level within each of the EI quadrants.

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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.

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Be it a work place or be it a school, or in family/ friends circle - Emotional Quotient (EQ) is very important.

Emotional Intelligence is an ability to understand, interpret one's own emotions and as well as others' and responding appropriately to them.

In the busy schedule of attending classes, tutorials, coaching classes, assignments and exams most of the students not only fail to understand others' emotions but forget to take care of their own mental health and emotions!!

Our education has always emphasised on academic results, but is that all we need to get success in our life? Why are students performing very well in schools and called as best students not able to handle the college / peer pressure, is this something which can't be handled or these students have never been taught about this. Emotions do affect how and what we learn. Being more aware of our emotions and reaction to it will help us manage the stress. Once we learn to understand our emotions we will be able to communicate better.
Here are a few tips to enhance EQ

Self-awareness - Identify your emotions; ask "How am I feeling today". Put a name to that emotion. Take a couple of hours time out and think through as to what made you feel that way. Also identifying what thought led to this emotion will help us to understand the reason for the way we feel.

Empathy - Start observing others emotions, respond to others in a way that you would want someone to respond to you. Try to put yourself in other shoes and understand their perspective being empathetic will help you handle the situations well.

Communicating - It plays an important role in developing and maintaining good relationships. Developing quality relationships has a very positive effect on all. The ability to express personal concerns without anger or passivity is a key asset.

Dealing with Exam Stress - Stress is not always bad. Stress is just emotional strain and body's response to demanding circumstances. There are 2 kinds of stress Eustress (positive stress) and Distress (negative stress),

Eustress is positive, is short‐term, and motivates us to do better, focuses on our coping abilities and energies and help us improve our performances. Positive stress comes from the anticipation of pleasurable events such as falling in love, participating the game, joining a new class etc this might cause some physical symptoms but it's generally the excitement.

Distress is a negative stress which causes anxiety or concern, Decreases performance. It is perceived as outside of our coping abilities. This can lead to mental and physical problems. This comes as a feeling of being attacked emotionally or physically. Problems at school, a death of a family member, losing the loved ones are some of the examples of negative stress.

The stress felt during exams is a natural reaction for your mind to get in the "preparation and performance mode".

It turns into anxiety and distress when you add the pressure of expectations to it, leading to fear of failure.

So stop interpreting all stress as bad - if the upcoming exam is stressing you up accept it and work towards them. Believe in yourself. If you have already finished studying, great!! Just calm down and revise. If you haven't finished yet no problem pick up the books and focus on the important chapters and solve the sample question papers.

Get enough sleep, eat healthy drink enough water and take a break. Exams are not end of everything; don't let that get to you too much!! All the Best!!

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Why Emotional Intelligence is Important For Students

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Be it a work place or be it a school, or in family/ friends circle - Emotional Quotient (EQ) is very important. Emotional Intelligence is an ability to understand, interpret one's own emotions and as well as others' and responding appropriately to them.

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Emotional intelligence in children is a skill that takes practice, example, and more practice to develop. For all of us, emotional intelligence can be an ongoing skill that impacts social emotional skills, relationships, and functioning in day to day tasks. Here we are

For those of us raising children and working with children it is clear that they need more than 'book smarts' to navigate the rather complex world that they are growing up in. For a long time the intelligence quotient or Emotional IQ was the only benchmark for measuring children's potential and predicting how well they would achieve.

In more recent times people studying development and psychology realized that there were other skills necessary for achieving success in the world. One of these sets of skills has become known as Emotional Intelligence.

What is Emotional Intelligence?

Emotional intelligence is described as the ability to understand and manage your own emotions and to understand the emotions of those around you. The concept of emotional intelligence also known as emotional quotient or EQ developed in the 1990's and has gained widespread acceptance in recent years.

Instrumental in the development of the theory and models of emotional intelligence is Daniel Goleman a psychologist and author. Goleman and emotional intelligence may be terms that you've heard connected, where he describes four main domains that make up Emotional Intelligence.

These domains are self-awareness, self-management, social awareness, and relationship management. What do each of these emotional intelligence domains mean?

Self-awareness - Self-awareness is having conscious knowledge of your own character and feelings. This results in being able to recognize your strengths and weaknesses. Self-awareness in kids plays a role in emotional control, mindset, habits, and executive functioning skills.

Self-management - Self-management is being able to control and manage your emotions in a healthy way. Self-management for kids involves self-regulation, mindset, habits, and self-control.

Social awareness - Social awareness is the ability to pick up the emotions of other people and to understand what they are feeling. This can be a challenge for children of all needs.

Relationship management - Relationship management is the ability to build relationships with others through positive interpersonal communication skills (Segal, 2020). Children develop relationship management skills through example by watching others in their lives, by interacting with peers and adults, and through play.

The domains are further broken down into twelve competencies and learnable skills that are relevant to the specific domain. (Matlock, 2017)

At the bottom of this post, you can find hands-on activities for children that develop each area of these emotional intelligence skills.

Emotional intelligence and emotional leadership

Emotional leadership is a term developed by Goleman and others, and refers to leadership in groups, impacted by one's emotional intelligence. When you take a look at the domains of EI, you can see how they play into the functioning of a group.

Occupational therapists know a thing or two about group management and group leadership. At it's infancy, occupational therapy played a major role in group therapy and mental health. While this domain of occupational therapy intervention is no longer primary area of intervention, there are still many OTs working in the mental health arena and especially in the group treatment intervention.

Emotional leadership is an important part of group occupational therapy sessions, as the participants are interacting with others in the group and developing specific individualized goal areas but also group goal areas. Groups in therapy have a leader, often the therapist, but sometimes the therapist presents as a facilitator but one that keeps the group on track as the group interacts with other participants.

In this way, participants can develop emotional leadership skills and skills that can be used outside of the group setting as a development of emotional intelligence and emotional learning.

It is clear that a lot of work has been done on developing an understanding of emotional intelligence and the components that make up this construct. But how important is emotional intelligence in the lives and development of our children?

Is Emotional Intelligence Important?

Cognitive behavioral therapy recognizes that feelings or emotions can influence thoughts. When emotions run high they can alter the way our brains work and this can have a negative effect on our cognitive abilities. Our feelings can influence the decisions we make and how we interact with other people. It makes sense that having a greater understanding of our emotions will help guide how we interact with others.

Improving our emotional intelligence makes it easier to resolve conflicts, manage our stress and interact appropriately with those around us (Segal, 2020). And children will definitely benefit from developing these skills. Children's learning is influence by their emotional state so managing emotions in a positive way allows children to be receptive learners at school.

Emotional intelligence includes the ability to name emotions. The act of naming emotions tends to diffuse their intensity and lessens the negative impact they may have on our cognitive abilities. The psychologist Dan Siegel refers to this as 'name it to tame it' (Schwartz, 2015). The value of recognizing feelings and emotions is evident but how does emotional intelligence develop.

Development of Emotional Intelligence

When asked how emotional intelligence develops in a recent interview Daniel Goleman stated that "emotional intelligence begins to develop in the earliest years. All the small exchanges children have with their parents, teachers, and with each other carry emotional messages. These messages repeat over and over to form the core of a child's emotional outlook and capabilities." (Scholastic, viewed 2021)

As adults interacting with children it becomes important to ensure that we are able to recognise and manage our own emotions. Once we are able to do this we can become valuable role models for children and we can provide opportunities for them to see emotional intelligence in action. Recognizing and discussing emotions with children lays a foundation for their self-regulation.

The development of emotional intelligence begins in infancy, through interactions with caregivers, and continues as children are socialized across their school years alongside parents, peers, and teachers. Emotional intelligence is gained through both informal experiences (observations and conversations) and through and formal instruction (being taught emotion vocabulary, learning self-regulation strategies).

How emotional intelligence is taught depends on age, but unlike learning other skills such as math and science or English language arts, there is no age at which it is too early or too late to develop your emotional quotient. The parts of the brain needed to develop emotional intelligence are active from birth and will continue to develop throughout life.

As with many developmental tasks it seems that the first few years of life the brain is at its most receptive to learning key skills. And emotional intelligence is one of these important skills. (Brackett, Cipriano, 2015)

This resource on executive functioning skills and emotional regulation shares more information on the role executive functioning skills play on emotional IQ.

How to Teach Emotional intelligence?

An essential part of developing emotional intelligence is being able to talk about feelings. This skill set is often termed emotional literacy and it is something that we are able to teach young children.

We can teach children to read and understand emotions and to respond appropriately to their own emotions and the emotions of others. Goleman explains that you can teach young children about the most basic emotions, such as happiness and anger and when they get older touch on more complicated feelings, such as jealousy, pride, and guilt (Scholastic, viewed 2021).

It is important to remember to include a range of emotions both positive and negative when talking about feelings.

Although it is not always comfortable talking about negative emotions it is important that children recognize and accept the wide range of emotions that they are likely to experience during their lives. We can incorporate opportunities to promote emotional intelligence in our everyday lives.

Emotional Intelligence Activities

What does promoting Emotional Intelligence look like in a therapy session?

As an occupational therapist (and a parent!) it can be overwhelming to think about the number of developmental needs that fall within your domain of influence. My therapy approach has always been aligned with building confidence and self-awareness in the children that I treat so in that way emotional intelligence has been fostered through incidental learning and interactions.

In more recent times I have used tools and resources that focus specifically on building skills that will enhance emotional intelligence - empathy, self- regulation, communication skills - depending on what the individual child needs.

In my therapy session the first few minutes are spent getting a gauge of where the child is at and what their mood is like. By spending a few minutes engaging one on one with the child I am able to assess their level of attention, level of arousal and motivation at the time. I also have a mood meter on my wall and the kids love moving the arrow to the colour that corresponds to how they are feeling that day - low energy, just right energy, slightly high energy or off the chart energy levels.

With a reluctant child I might get the ball rolling by sharing how I am feeling that day and using the mood meter to plot my energy levels. I also have a feeling chart called 'How does your jellybean feel today?" adapted from a book by Susan Jelleberg ( Jellybean Jamboree).

This introduces the idea of naming emotions and of expanding our vocabulary related to emotions. In this way I feel I am working on the self-awareness component of emotional intelligence.

The next step is ensuring that the child is in a good space to learn and this means aiming for a calm-alert level of arousal. The Zones of Regulation offer a number of tools to help children reach that just right space. Some children need activities to lift their energy and some children need activities to lower their energy levels. I find deep pressure or proprioceptive activities work like a charm and I also use breathing activities frequently in my therapy sessions.

In this way we tackle some of the self-management aspects of emotional intelligence.

Social management is a tricky one for young children to pick you. Learning that the people around them do not always think and feel the same is them is an on-going process. There are some lovely activities to encourage empathy in children and to help them become aware of other people's feelings.

Finally relationship management is encouraged through appropriate interactions between myself and the child during the therapy session. For some children this means learning how to deal with losing a game or competition, learning how to take turns or share or learning to give and receive complements.

So within the confines of a short therapy session, while working on other specific OT goals, it is very possible to facilitate and encourage a child's emotional intelligence. An understanding of emotional intelligence and is various elements means that it is also possible to encourage its growth in the classroom and in our homes.

And it is with this well-developed emotional intelligence that I believe our children will be able to successfully navigate the world they are growing up in and find meaning in their lives.

For further information on some of the component skills and activities related to emotional intelligence have a look at the following links. There are numerous resources on the OT Toolbox that deal with developing different components of emotional intelligence.

Self-Awareness Activities for Kids

To develop self-awareness it is important to be able to understand what you are feeling. Children can participate in some of the following activities in increase their awareness of emotions.

These self-awareness activities promote social emotional development through the awareness and process of practicing identification of emotions:

Penguin emotions game - Use this penguin theme emotions activity to support emotional intelligence in kids.

Social emotional learning - This social emotional skills worksheet supports the development of emotional intelligence by allowing children to draw in facial expressions that match various emotional states.

Social emotional learning 2 - This comprehensive resource on social emotional learning supports development of emotional intelligence by offering resources and information on how children develop emotional skills and ways to support that development.

Spring matching emotions slide deck game - This Spring themed emotions activity supports the development of emotional skills by offering practice and matching of facial expressions.

Self-Management Activities for Kids

To develop self-management skills you need to move beyond identifying emotions and figure out strategies that will help to regulate these emotions and subsequent behaviours.

This Zones of regulation toolbox offers a collection of activities and resources designed to promote self-regulation and self-management skills for kids.

Breath control is an important skill for kids to achieve in developing and refining self-management skills.

Deep breathing exercise cards are a powerful tool to use in building and developing self-management skills for kids. Print off these cards and use them over and over again to meet the interests and needs of a whole classroom or clinic of children.

Proprioception activities are heavy work movement activities that provide children with a sense of awareness when it comes to how their body moves through space or in a given situation.

Social Awareness Activities

To develop social awareness you will need to understand other people's emotions effectively.These hands-on social awareness activities are strategies that children can use to develop emotional intelligence in social situations.

Empathy for others- Developing empathy requires practice and awareness. This Quick as cricket activity for Empathy helps children to understand the perspectives of others through a classic children's book. The hands-on accompaniment activity gives kids a chance to practice their empathy skills and put them to work in social situations or through the social interaction with others.

Try these friendship activities to work on specific skills in developing social awareness, relationships skills, and interpersonal skills in children.

Through books, families can look at the pictures and come back to specific concepts again and again. And, adding hands-on, multi-sensory play experiences brings those concepts home.

In the resource, Exploring Books Through Play, you'll do just that.

This digital, E-BOOK is an amazing resource for anyone helping kids learn about acceptance, empathy, compassion, and friendship. In Exploring Books through Play, you'll find therapist-approved resources, activities, crafts, projects, and play ideas based on 10 popular children's books. Each book covered contains activities designed to develop fine motor skills, gross motor skills, sensory exploration, handwriting, and more. Help kids understand complex topics of social/emotional skills, empathy, compassion, and friendship through books and hands-on play.

Click here to get your copy of Exploring Books Through Play.

Relationship Management Activities

To develop relationship management skills you will need to know how to develop and maintain good relationships with other people. These relationship management activities are strategies to work on emotional intelligence during interactions and relationships with others.

These Social skills interventions are therapy activities designed to promote relationships with others through hands-on activities that give kids practice to support relationship skills with others.

This resource on Executive functioning in school is helpful in addressing relationships with peers, mentors, and teachers.

To work on emotional development requires many executive functioning skills, including impulse control, working memory, mindset, attention, planning, self-talk, inhibition, and more. To address these skills in kids, using a fun, hands-on approach to talking about these skills through lists, drawing, and goal-setting is key. You'll find the exact tools to address these needs in the printable, Impulse Control Journal.

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Emotional intelligence in children is a skill that takes practice, example, and more practice to develop. For all of us, emotional intelligence can be an ongoing skill that impacts social emotional skills, relationships, and functioning in day to day tasks.

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A Social-Emotional Leadership Framework for School Counselors

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School counselors are uniquely equipped to bridge the gaps between administration, teachers, parents, and students. As the demands placed on everyone in a school community increase, it's vital that we view and include school counselors as part of our leadership teams. Let's make sure we recognize all they do and put their strengths to work for our students! Here are 11 ways school counselors serve as leaders in your building.

1. School counselors recognize and showcase diversity.

In many buildings, school counselors are considered the "heart" of the school. They help create an inclusive environment that is respectful, welcoming, kind, and open to all.

2. School counselors develop community partnerships.

Counseling staff work collaboratively with universities, community colleges, technical schools, local unions, military reps, and apprentice programs to provide a variety of opportunities for students. They are especially vital in ensuring underserved and first-generation students have access to and the tools to reach all possible post-high school options.

3. School counselors help during difficult situations.

Strengths such as listening, reflecting, and high emotional intelligence make school counselors valuable allies when trying to get buy-in from staff or the greater community on difficult issues. Counselors foster a culture of change via strong lines of communication and valuing input from all parties involved.

4. School counselors maintain strong home-school connections.

Counselors tend to be the liaison for parents when it comes to communicating with the school. This leadership role is especially important when assisting families who are not familiar with the school setting or have issues trusting staff.

5. School counselors maximize educational success.

School counselors can help to maximize the educational attainment of all students by providing students with mental health services (school or community-based) and developmental guidance that takes a proactive approach in helping students set and reach academic goals.

6. School counselors lead staff trainings.

Administrators who use their counseling staff (rather than outside contractors) to lead building-wide trainings can save a lot of money and gain quicker buy-in from staff. School counselors are experts on topics such as student engagement, positive discipline, suicide/self-harm, students-as-leaders, peer mentoring programs, and academic/social interventions for low-performing students.

7. School counselors protect and advocate for disadvantaged students.

Counselors identify and amend policies and practices that negatively impact disadvantaged students and advocate for equitable services for all students.

8. School counselors use expertise to bring data to life.

Like administrators, counselors are trained in data collection and analysis. They are skilled at using this information to drive decisions about placement, intervention, and overall student health and wellbeing.

9. School counselors mediate difficult situations between parents/students and staff.

Counselors are consistently looking for ways to support the relationship between school staff and parents. Acting as a mediator when one or both parties are upset about a situation is a critical way in which school counselors serve as leaders.

10. School counselors organize and lead crisis response.

Counselors are on the front lines after a tragedy has happened in a school or community. Staff, students, parents, and community members look to the counselors for guidance and support immediately following an event. Because of their training in emotional/mental, the counseling staff is critical in advocating for and teaching self-care to staff, parents, and students during a crisis.

11. School counselors empower and inspire.

School counselors inherently believe in people and work tirelessly to communicate that. By being visible and accessible at all times, their calming, caring, and encouraging presence helps support and empower staff in the building.

School counselors serve as leaders in many ways and we need to value their perspectives and strengths. They are vital to building positive learning environments in which students thrive.
Join our Facebook group Principal Life for more conversation about and insights into the challenges of school leadership.

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11 Ways Your School Counselors Serve as Leaders - WeAreTeachers

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School counselors are uniquely equipped to bridge the gaps between administration, teachers, parents, and students. As the demands placed on everyone in a school community increase, it's vital that we view and include school counselors as part of our leadership teams. Let's make sure we recognize all they do and put their strengths to work for our students!

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Kouzes & Posner's  Leadership Participation inventory (LPI)

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Case Study: Implementing an Instructional Plan |

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About this case: In our current educational landscape, leaders are expected to model practices and behaviors to assist educators in enhancing teaching and learning, helping to provide a common experience for them to replicate. Resistance to change is commonplace and effective transformational leader…

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MTSS Team Player - American School Counselor Association (ASCA)

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15+ Case Study Examples, Design Tips & Templates - Venngage

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Case studies are an effective marketing tool to engage potential customers and help build trust. Check out these case study examples for best practice tips.

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Detroit Stirling culture and relationships

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How To Be A Leader - The 7 Great Leadership Traits

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6 Steps to Improve Your Emotional Intelligence | Ramona Hacker | TEDxTUM

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Leadership vs Management | Difference between Leadership and Management

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The themes of leadership, advocacy, collaboration and systemic change are woven throughout the ASCA National Model and are integral components of a school counseling program. Leadership is the capacity or ability to guide others. School counselors use leadership skills to design, implement and assess their school counseling program. In this webinar, panelists share what leadership looks like on a daily basis in their school counseling program.

Speakers:

Ashley Wright, School Counselor of the Year Finalist; School Counselor, Lucille J. Bradley Elementary School, Spring, Texas

Terri Coleman, ACSC, Alabama School Counselor of the Year; School Counselor, Hoover City Schools, Hoover, Ala.

Moderator: Olivia Carter, 2021 School Counselor of the Year; School Counselor Support Specialist, Cape Girardeau Public Schools, Cape Girardeau, Mo.

Original air date: Feb. 8, 2022

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The themes of leadership, advocacy, collaboration and systemic change are woven throughout the ASCA National Model and are integral components of a school counseling program. Leadership is the capacity or ability to guide others. School counselors use leadership skills to design, implement and assess their school counseling program.

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Bolman and Deal’s Four Frameworks Presentation

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Bolman and Deal’s Four Frameworks Presentation

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Transcript. 1. Fiedler's Contingency Model- Hello. My name is Kristy Mann. I am a graduate student in the Master's in School Counseling program at Angelo State University. I am doing my leadership theory project on Fiedler's Contingency Theory. Click on about Fred Fiedler. 2.

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leadership and achievement advocacy for every student’s achievement and opportunity chapter 9.

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Leadership and Achievement Advocacy for Every Student's Achievement and Opportunity CHAPTER ppt video online download

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Leading and Advocating Professional school counselor's role as leader and advocate is central in the National Center for Transforming School Counseling's new vision for school counseling, the ASCA National Model, the Eight Components of College and Career Readiness Counseling, and the CACREP standards.

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Podcast: Michael Fullan on Leading in a Culture of Change

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Tom Vander Ark speaks with Michael Fullan about updates to his book published in 2000, Leading in a Culture of Change

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Michael Fullan s Leading in a Culture of Change Double-edge sword of change Fear Anxiety Loss Danger Panic Exhilaration Risk-taking Excitement Improvements ... - A free PowerPoint PPT presentation (displayed as a Flash slide show) on PowerShow.com - id: 3d6718-YWIwN

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Training Strategies for School Psychologists’ Organizational Leadership Skills

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Top 8 Leadership Styles - Definitions & Examples | Indeed Career Tips

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Leadership Traits Every Counselor Should Have

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Leadership Traits Every Counselor Should Have

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Far from simply setting up student schedules and administering placement and academic evaluation tests, school counselors are leaders who can have a huge impact on the acceleration and the enhancement of learning. They must possess the ability to negotiate, persuade others their ideas are worthwhile, and collaborate with principals and other school officials.

School counselors have many responsibilities, including counseling students, working with teachers and parents, referring students to outside agencies, participating in student welfare and learning support communities, and evaluating and improving their own school counseling program.

Listening

First and foremost, a school counselor needs to be a good listener. Often, they have several students they work with and may get very few chances to converse with them in a one on one setting. "The most basic of all human needs is the need to understand and be understood," said Ralph G. Nichols. "The best way to understand people is to listen to them."

To listen effectively, counselors must be fully in the moment, not thinking of their "to do" list but rather giving their full attention to the issue at hand. Reflecting back to the person, your perception of what they said helps show understanding, and lets them make corrections. The counselor must also keep an open mind, being careful not to make any judgments until they have heard the entire story. ¹

Being Empathetic

Often a part of listening, putting themselves in the shoes of the person speaking, whether that is a student or another school official, helps counselors truly understand the underlying issues.

"Without the ability to understand what the student is experiencing, a counselor cannot truly do an effective job," says Helen A. Hatridge, past president of the Missouri School Counselor Association. "Empathy leads to good listening and a better ability to help the client come up with solutions. It also helps the student feel more comfortable and willing to open up to a counselor." ²

To be more empathetic, it is essential for a counselor to put aside their viewpoint. At the same time, they need to validate the student's viewpoint, which does not always mean agreement. Instead it means acknowledging their right to have an opinion, and that they have valid reasons for it. Asking how that person thinks a situation should be handled or what they would do opens up an even deeper understanding. ³

Building Relationship

It takes time for a counselor to build a relationship with any student or even their peers. However, through listening and being empathetic, that process can be accelerated.

To feel free to talk to a counselor, a student must often "break the ice," and needs to feel trust, comfort, and acceptance. Students need to accept that the counselor is a professional caregiver, and someone they can turn to without fear of judgement.

A counselor who develops this trusting relationship with students can get a lot more done, An understanding of the kid culture and what they care about can go a long way toward providing that environment of trust and understanding.

Performing Assessments

Assessment skills are essential for any school counselor in a number of areas. From academic and skills assessment to personality testing and career advisement, the ability to discern the intersection of talent and desire is essential to offering good counsel.

Assessment also includes determining if a student has special needs and interpreting test and non-test data to decide where the student should be placed, and what programs will most benefit them.

Regardless of the reason for assessment, the steps often include, but are not limited to the following:

Choosing what tests should be administered and when.

Scheduling, preparing, and administering tests.

Scoring tests or sending them out to be scored.

Advising students, teachers, parents, and other staff on test score interpretation.

Evaluating the testing process, results, and subsequent recommendations.⁴

Assessments involve some testing but must also be combined with listening, empathy, and the relationship that has been built to determine how testing outcomes relate to personality, desires, and the goals of the student.

Coordinating Efforts and Activities

Efforts and activities can fall into a couple of different categories. A counselor will have to coordinate Individualized Education Plans (IEPs) for students, and other student specific plans as well. Along with coordinating individual student plans and interacting with teachers and other school officials, the school counselor often coordinates other activities and projects as well.

In many cases, the school counselor is in charge of parent newsletters, school announcements, managing social media accounts, and other community outreach and event planning efforts.

The ability to coordinate and manage these efforts and activities requires strong leadership and organizational skills. Teaching these skills to students by allowing them to take responsibility for their own educational goals and other efforts enables a counselor to show leadership by example.

Exercising Authority

In order to be able to implement programs, direct student activities and coordinate tasks, a counselor must exercise a certain amount of authority.

This means first of all that the counselor must be granted the authority to handle certain tasks by other school officials such as principals and administrators. The more their authority is validated by their actions, the more the counselor will be perceived as a leader by parents and students alike.

Secondly, the school counselor must be willing to wield the authority they have been granted, taking charge of tasks and situations, setting expectations, and holding those responsible to deadlines.

The counselor must also know in any given situation when to cross the line from friend to professional. If a student is being abusive or abused, a more professional response is ethically and legally mandated. It is the counselor's obligation to take charge and follow through, ensuring that student safety comes first.

Being Flexible

If one thing is certain in the field of education, it is that things will change. Interruptions, schedule changes, new programs, and new responsibilities all interrupt a counselor's daily routine.

Student needs and the needs of the school overall often take priority over scheduled meetings. Parent phone calls, staff concerns, talks in classrooms, and unexpected counseling needs can all be disruptive.

A successful counselor should:

Leave gaps in their day for unscheduled needs.

Use good time management techniques.

Set reasonable boundaries. Know what is worthy of an interruption, and what can wait.

Communicate clearly. Inform students, parents, and faculty of schedules and boundaries.

By remaining flexible, a counselor can better manage the stress inherent in the job and be more responsive when needs arise unexpectedly.

Having a Sense of Humor

Being able to see things from the side of humor has a number of advantages. It lets students see that the counselor is human and can not only laugh at situations but laugh at themselves as well.

This is frequently one of the biggest assets in building student trust and developing a relationship with them. It is often how those students relate to adults, whether through jokes or humorous anecdotes that illustrate a point the counselor is trying to get across.

Humor is also a stress reliever. Being able to see the humorous side of interruptions and other daily situations allows a counselor to relax and keep anxiety from taking over many scenarios.

It takes a combination of many leadership traits to make a school counselor effective. They must use listening skills and offer empathy in order to build relationships. A counselor must also perform assessments and coordinate activities and educational efforts. These duties mean they must remain flexible and exercise authority when appropriate.

Not one of these traits alone is enough, and no one is equally adept in all of them. They are taught and can be learned in a Master of Arts in Counseling with an emphasis in school counseling like the one offered by Wake Forest University. This graduate degree will prepare you for a career as a school counselor in almost any setting.
Sources: 1 2 3 ⁴ American Counseling Association, Assessment Skills for School Counselors Mind Tools, Empathy at Work Education World, School Counselors Reflective On What Makes Them Effective Fast Company, 5 Ways To Improve Your Listening Skills

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Leadership Traits Every Counselor Should Have

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Far from simply setting up student schedules and administering placement and academic evaluation tests, school counselors are leaders who can have a huge impact on the acceleration and the enhancement of learning. They must possess the ability to negotiate, persuade others their ideas are worthwhile, and collaborate with principals and other school officials.

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How will school counselors effectively address these issues as children continue to evolve? References How can school counselors benefit from the information shared in this video? Covington, M., Grant, D. (2006, November). The New School Leaders. ASCA Schoolcounselor. Retrieved