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

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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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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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Council Post: Why Emotional Intelligence Is Indispensable For Leaders

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When you truly try to place yourself in another’s situation, it will help you choose the best method to solve problems and achieve your goals.

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

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How Emotional Intelligence Became a Key Leadership Skill

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A reading list to bring you up to speed.

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

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

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

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

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

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Emotional Intelligence Test - Global Leadership Foundation

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Free emotional intelligence test developed by Global Leadership Foundation

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

Emotional Intelligence in Leadership

1. Self-awareness

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

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

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

2. Self-regulation

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

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

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

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

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

3. Motivation

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

How can you improve your motivation?

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

4. Empathy

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

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

How can you improve your empathy?

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

5. Social Skills

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

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

So, how can you build social skills?

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Emotional Intelligence in Leadership - Learning How to Be More Aware

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

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What is Transformational Leadership and Why is it Effective? | UMass Global

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Effective transformational leaders are skilled at motivating employees to perform beyond what’s expected. Learn how to implement it at your organization.

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What is the Relational Leadership Model?

In schools, it all comes down to relationships, which is why the relational leadership model is so prevalent in education. The relational leadership model emphasizes the relationships among people when leading an organization. Relational leadership values inclusion, empowerment, purposefulness, ethical behaviors, and process orientation.

Inclusive leaders consider everyone's viewpoint and experiences when making decisions. While the leader ultimately makes the final decision, all perspectives are weighed carefully.

Relational leaders empower others. They see the strengths and weaknesses of each member of their team, and work to build on strengths and improve weaknesses. The professional growth of others is important to a relational leader.

Relational leaders have a clear purpose, which they are able to communicate to others. Purposeful leaders begin with the end in mind; everything they do leads to a common goal.

Ethical leadership is an important component of the relational leadership model. This means setting a good example and always putting the values of the organization at the forefront.

Finally, a relational leader values the process, encouraging reflection and collaboration. A relational leader values calculated risk-taking, knowing it is for the growth and benefit of the group.

What are the Benefits of Relational Leadership?

A leader who considers everyone's viewpoint may feel overwhelmed at first, but in the end they will be armed with all the information to make a sound decision. Listening to everyone's viewpoint does not mean heeding every viewpoint. By listening, however, a leader is prepared for potential pitfalls in any plan, allowing them to address those pitfalls as they arise.

Empowering others makes them feel valued. Feeling worthwhile makes employees much less likely to seek work elsewhere and overall boosts morale. When employees stay loyal to a company, it allows for continuity of vision and knowledge necessary for an organization to thrive. By empowering others to be leaders in their own right, a relational leader is able to delegate certain tasks, making the organization run more efficiently.

Having a clear purpose allows everyone to work simultaneously for the same goal. This allows stakeholders to act as partners, rather than adversaries. When settling a dispute, a relational leader will seek to find the best solution for all parties, rather than simply trying to defeat an opponent. This approach avoids the distraction of constant conflict, allowing the team to focus on their purpose.

Ethical leaders engender trust in the people who depend on them. By establishing trust, leaders are able to convince others to follow them, even if the road ahead is difficult.

By being process-oriented, stakeholders are able to learn new things, through trial and error, that they may not otherwise have learned. This allows the organization to become better at their stated purpose, whether it's raising money or student test scores.

Last but not least, relational leaders tend to be likable. Who wants to disappoint someone they like?

Ways to Implement Relational Leadership in Your School

A relational school leader seeks to gain the insight of all stakeholders. This might be a principal visiting teams of teachers on a professional development day to gain insight into how to improve school arrival and dismissal. It could also mean listening to the ideas of the parent group that would like to throw a tailgate for students, even if it's never been done before.

A good school leader will empower teachers in the building to grow professionally and in their teaching practice. A leader may give teachers key roles in areas in which they excel. For example, a teacher who is passionate about character education may be empowered to deliver professional development around the topic.

A leader with relational leadership skills will connect everything back to the district's central purpose, which is educating students. When implementing a new grading policy, for example, the principal connects the grading policy to the best way to communicate student learning. Knowing why they are implementing certain policies helps teachers stay on task and remain faithful to the philosophy of the district.

Ethical school leaders model the sort of behavior they expect from others. If they expect honesty from teachers and students, then a leader will admit if their new dress code was too restrictive or a mistake was the result of an oversight. This gives teachers trust in their leaders.

Process-oriented leaders encourage teachers to try new methods of teaching, knowing that even if the method fails, the teacher will have gained valuable insights into how their students learn best and how they can improve going forward. In a process-oriented building, teachers make progress because they aren't afraid of failing in the process.

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What is the Relational Leadership Model? - Graduate Programs for Educators

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In schools, it all comes down to relationships, which is why the relational leadership model is so prevalent in education. The relational leadership model emphasizes the relationships among people when leading an organization. Relational leadership values inclusion, empowerment, purposefulness, ethical behaviors, and process orientation. Inclusive leaders consider everyone's viewpoint and experiences when making decisions.

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In researching various leadership theories, I've found that not only do many of the theories overlap, but the theorists' work does as well. This is to be expected, as no one leadership style or theory can work in isolation, and no leader can align with one style to utilize in all situations. Therefore, it is essential that today's leaders recognize and incorporate elements from various leadership styles to apply to unique situations in leadership positions.

What is Servant Leadership?

Servant leadership has become a common term among educational and business leaders over the past decade. The term, however, was first created in Robert K. Greenleaf's essay, " The Servant as Leader " in 1970. In his essay, he states:

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

Servant leadership focuses on the responsibility of the leader not only to ensure the success of the organization, but also a responsibility to his/her followers and stakeholders. This includes:

acting in an ethical manner,

putting others first, and

showing sensitivity to others' concerns.

The servant leader will also assist subordinates in professional growth and empowerment, as well as building a supportive community environment.

This philosophy speaks to leaders who consider the needs of their followers first-especially in education. It inspires us to balance the needs of followers with the desire to lead, and encourages us to treat others with respect, altruism, fairness, and honesty. In addition, it requires a leader to build community and lead in an ethical manner.

2 Other Leadership Styles in Education

In addition to servant leadership, there are a few current leadership theories that have either evolved from or are closely aligned with servant leadership.
Authentic Leadership
Closely aligned with servant leadership is authentic leadership. Northouse stated in his book Leadership Theory and Practice that authentic leadership encompasses both the intrapersonal domain, which focuses on the leader and his or her self-concept and self-knowledge, and the interpersonal domain, which is more relational and created by leaders and followers together (Northouse, 2013, pp. 205-225).

An advantage of authentic leadership is that it is developmental and can be nurtured in any leader. It has a definite moral dimension. However, critics of the process feel that it is still in the formative stages of development and that it is not clear how authentic leadership affects production or positive outcomes for the organization.
Ethical Leadership
Often used interchangeably with servant leadership, ethical leadership focuses on that which is fair and just to others. Particularly, ethical leadership focuses on acting with integrity, fairness, and ethical practices. Ethical leadership also entails knowledge of policy and social justice, as well as district culture.

In addition, a leader must be aware of all moral and legal consequences of decision-making and strive to practice inclusive leadership with an emphasis on cultural diversity. Scholars through the years have supported the role of reflective practice by educational leaders, and this is encouraged in this domain of leadership as leaders strive to become more self-aware and serve as role models of ethical leadership.
Why Servant Leadership is Effective in Schools
While often used in business models, servant leadership specific to school administration can contribute to the success of the school district. It is well known that one responsibility of the school superintendent is to nurture the vision, mission, and culture of the district. Further, research has supported the idea that greater involvement from a wide variety of stakeholders increases the buy-in and ultimately the success of the mission and vision of the district. A superintendent who practices servant leadership maintains priority on the needs of his/her stakeholders and is committed to the success of the corporation.

Another benefit of servant leadership it that it is designed to create leadership opportunities among the disadvantaged. Greenleaf states that it is his hope that the disadvantaged, following education in service leadership, will "return to their roots and become leaders of the disadvantaged". He further discusses the merits of leaders rising from the ranks of the disadvantaged to lead their people on a path to an improved life. This is applicable to school leadership, as no school district is immune from poverty among its children. Instilling servant traits in our children is a responsibility that not only benefits our schools, but our communities as a whole.

Greenleaf's research on servant leadership encourages us to focus on the needs of those in our organization rather than attempting to motivate them to produce greater results.

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Types of Effective Leadership Styles in Schools - Standard for Success

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In researching various leadership theories, I've found that not only do many of the theories overlap, but the theorists' work does as well. This is to be expected, as no one leadership style or theory can work in isolation, and no leader can align with one style to utilize in all situations.

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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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School Cannot Go on This Way. Education Leaders Need to Step Up (Opinion)

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Instead of holding broken systems together, we encourage school leaders to focus on blazing new paths, write two teacher educators.

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Leadership is the art of motivating a group of people to act toward achieving a common goal. Learn common characteristics and how they compare to managers.

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Business Class: Trends and Insights | American Express

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Everyone knows that strong leadership is central to business success. To motivate teams and harness talent, leaders must effectively communicate with, delegate to, and mentor employees, while inspiring them to pursue the company's business purpose and mission.

This requires the flexibility to switch among different types of leadership styles - which doesn't always come instinctively or easily.

People tend to employ leadership styles that are rooted in their innate preferences, personalities, and backgrounds. This isn't a bad thing; knowing which leadership style naturally works best for you is part of being a good leader. But rigidly sticking to one style can stifle company and employee growth. To enhance leadership effectiveness, it's crucial to develop a malleable style that integrates various leadership techniques, adapting to new situations as they arise.

There are seven common leadership styles in management, each of which has its place in a leader's toolkit:

Autocratic Leadership

Pacesetting Leadership

Transformational Leadership

Coaching Leadership

Democratic Leadership

Affiliative Leadership

Delegative Leadership

Here's a look at these leadership styles, why they can waver in efficacy, and how to develop a leadership style that allows you to remain flexible to various personalities and circumstances.
1. Autocratic Leadership
Autocratic leaders, also referred to as authoritarian leaders, establish a clear vision of an end goal and how to achieve it. They set specific guidelines and clear expectations for what, when, and how tasks should be done. These leaders traditionally expect others to accept their instructions at face value and act on them immediately.

Autocratic leaders are not necessarily "know-it-alls" who see themselves as above their peers. In fact, they're often deeply focused on achieving efficient results through established actions that they believe are in the business' best interest. In some cases, an autocratic leader might make decisions with a small group of trusted peers.

Autocratic leadership is most effective when consistent, predictable results are critical, especially in highly regulated industries like healthcare and construction. Autocratic leadership is very effective when there's little time for discussion or when employees need a lot of clear guidance.
Pros of autocratic leadership:

Decision processes are usually less time-consuming and more efficient than a democratic approach.

When used effectively, autocratic leadership creates clear guidelines for consistent results.

Cons of autocratic leadership: 2. Pacesetting Leadership
Pacesetting leaders push team members to run hard and fast to the finish line. They roll up their sleeves and dive into the action, leading by example and setting high expectations. Pacesetting leaders are typically highly energetic. The goal is usually to efficiently drive results, whether working against deadlines or developing a new product or service. However, pacesetting breeds a high-pressure environment that doesn't work for all employees.

Pacesetting leadership is most effective when working with highly motivated employees who also like to move and see results quickly. . It's a great style of leadership for when a crucial deadline must be met, especially in a production or manufacturing environment.
Pros of pacesetting leadership:

Effective way to quickly hit goals, accomplish objectives, and achieve results.

High, dynamic energy can be engaging for employees who thrive in a fast-paced workplace.

Cons of pacesetting leadership: 3. Transformational Leadership
Transformational leaders, also known as visionary leaders, are strongly committed to organizational purpose and big-picture goals. They tend to set objectives by mapping out where the company is going and what will happen when they get there. This inspired, future-focused vision is used to set expectations that engage and energize employees.

Transformational leaders might also encourage - and empower - team members to step out of their comfort zones in the name of professional development and organizational achievement. Employees may be asked to share input on how to achieve common goals.

Transformational leadership is most effective in fast-growing organizations or organizations that have been drifting and need direction. Transformational leadership is also effective during corporate restructuring, mergers and acquisitions, and other high-risk business transformations.
Pros of transformational leadership:

Places high value on a future vision of the company.

Not coercive; motivation and inspiration are used to gain support.

Can help catalyze company growth.

May boost employee morale and retention if workers feel genuinely connected to company goals.

Cons of transformational leadership: 4. Coaching Leadership
Coaching leaders view their teams as reservoirs of talent to be developed. Like sports coaches, these leaders give employees the direction they need to tap into their abilities and achieve their full potential - individually and as a team.

Through regular feedback, coaching leaders recognize and nurture an individual's strengths while offering motivational direction to improve weaknesses. Leaders may also provide challenging projects to promote growth.

The coaching leadership style is similar to transformational leadership, but the focus shifts to the long-term potential of employees and how their personal goals fit into the company's overarching vision.

Coaching leadership is most effective when leaders have the time to devote to individual employees. This style works best with employees who know their limitations and are open to change and challenges.
Pros of coaching leadership: Cons of coaching leadership:

Time intensive due to the one-on-one effort required to effectively coach employees.

If used exclusively, it can be easy to lose sight of the big picture.

5. Democratic Leadership
Democratic leaders, also known as participative leaders, tend to seek gain employees' input before making a decision. The leader might present a problem and get suggestions from the entire team before establishing an official course of action. The goal is to have a dialogue and discussion that encourages group participation and gains everyone's "buy-in" to whatever the ultimate outcome. Still, democratic leaders get the final say.

Democratic leadership is most effective when you have the time to thoroughly assess processes and figure out ways to achieve long-term ideas and goals. Democratic leadership can be highly effective in companies - and for tasks - that benefit from creativity and inspiration.
Pros of democratic leadership: Cons of democratic leadership:

Tends to prolong the decision-making process. Sharing information and conducting thorough conversations with employees takes time.

Depending on the team, group dynamics can impede productive debate. .

6. Affiliative Leadership
Affiliative leaders, also known as facilitative leaders, aim to put employees first. They pay close attention to and support the emotional and professional needs of employees. Ultimately, this style focuses on encouraging harmony and forming peaceful, collaborative relationships within teams. Most decisions are left to employees, but the leader is still part of the decision-making process. Affiliative leaders often use praise and helpfulness to build individual and team-wide confidence.

Affiliative leadership is most effective when morale is very low or there are conflicts among team members. Affiliative leadership can also be helpful during times of high stress, for example during unusually busy or short-staffed seasons. Affiliative leaders must have strong communication skills and be able to address conflict in a level-headed manner.
Pros of affiliative leadership:

Since employee well-being is a top priority, morale, retention, and workplace happiness are likely to thrive.

Conflict may be resolved more quickly.

Cons of affiliative leadership: 7. Delegative Leadership
Delegative leaders, also known as laissez-faire leaders, provide minimum guidance. This allows employees to solve problems on their own through their own methods. However, a good delegative leader should still define clear limits and expectations before permitting employees to take the reins. While employees make decisions, delegative leaders should still be available to discuss the decisions as needed. Delegative leaders should monitor team performance and provide regular feedback.

Delegative leadership is most effective when employees are highly qualified self-starters with strong track records. . It's also useful in situations when trusted employees engage in individual projects or when creative tasks or problems require out-of-the-box thinking.
Pros of delegative leadership:

Empowers employees.

Experienced employees can fully utilize their competence and experience.

Gives leaders time to focus on the big picture.

Cons of delegative leadership: How to Develop Your Own Leadership Style
Leadership style is usually rooted in personal preferences, which can be difficult to change. But that doesn't mean it's not worth trying. Understanding your own natural leadership style(s) - and when other styles can be more effective - can help you expand your skillset and become a better leader.

Tips for Developing Your Leadership Style:

Know yourself. Start by learning your dominant leadership style. Do you prefer to give orders or delegate authority? Or do your preferences lie somewhere in-between? Ask trusted colleagues to describe your leadership strengths and/or take a leadership assessment.

Know your employees. Your leadership style is directly related to how you communicate with your team. It's important to adapt to employees' personalities and to specific project-related circumstances. For example, you may be able to take a delegative leadership approach with team members who thrive doing autonomous work, whereas an autocratic approach may benefit new employees or individuals who prefer having clear directions to follow.

Know the leadership styles. Familiarize yourself with the continuum of common leadership styles, and focus on which may work best for different situations relevant to you and your business. What new skills might you need to develop? For example, if you tend to be a pacesetter, it might be smart to work on some affiliative leadership skills to help prevent employee burnout. Identify new skillsets and work to incorporate them in your leadership approach.
The Takeaway
The ideal leadership style depends not only on the leader's personality , but also their individual team members and the situation at hand. Developing a signature leadership style, while being able to adapt your method for certain circumstances, can help enhance your overall effectiveness, benefitting employees and the business as a whole.
A version of this article was originally published on October 16, 2019.
Frequently Asked Questions

1. How many leadership styles exist?

There are seven different types of leadership styles in management which include:
* Autocratic Leadership
* Pacesetting Leadership
* Transformational Leadership
* Coaching Leadership
* Democratic Leadership
* Affiliative Leadership
* Delegative Leadership
Each leader has different goals, visions, and methods, which is what makes them unique and drives the way they lead their teams. By understanding your own leadership style, you can learn how to better motivate and inspire those around you to achieve success.

2. Why is it important to know your leadership style?

It is important to know your leadership style because it can help you be a more effective leader. If you know which leadership style works best for you, you can use it to your advantage and lead your team more effectively. Different situations also call for different types of leadership styles, so knowing which one to use in different situations is also key.
Knowing how to describe your leadership style can also help you to avoid burnout by ensuring that you're not trying to lead in a way that isn't natural for you. It's important to find a leadership style that works for you and your team so everyone can succeed.

3. What is the most common leadership style?

The most common leadership style is Transformational Leadership. This type of leader focuses on motivating and inspiring their team to achieve success. They can do this by setting a clear vision and helping their team members to reach their full potential. Transformational leaders are often very passionate and enthusiastic, which can be contagious and inspire others to do great things.

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7 Leadership Styles and How to Find Your Own

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Everyone knows that strong leadership is central to business success. To motivate teams and harness talent, leaders must effectively communicate with, delegate to, and mentor employees, while inspiring them to pursue the company's business purpose and mission. This requires the flexibility to switch among different types of leadership styles - which doesn't always come instinctively or easily.

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Are great leaders born with it or can they be trained? Here's a list of the top 11 skills needed for exceptional leadership this year.