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Transformative school counselor leadership: An intrinsic case study.

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Transformative school counselor leadership: An intrinsic case study.

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The Texas model for comprehensive school counseling programs

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The Texas model for comprehensive school counseling programs

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The school counselor leadership survey: Instrument development and exploratory factor analysis.

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The school counselor leadership survey: Instrument development and exploratory factor 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. (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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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 situational leadership? How flexibility leads to success.

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What is situational leadership? How flexibility leads to success.

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A transactional leader is someone who values order and structure. They are likely to command military operations, manage large corporations, or lead international projects that require rules and regulations to complete objectives on time or move people and supplies in an organized way. Transactional leaders are not a good fit for places where creativity and innovative ideas are valued.

Transactional leadership is most often compared to transformational leadership. Transactional leadership depends on self-motivated people who work well in a structured, directed environment. By contrast, transformational leadership seeks to motivate and inspire workers, choosing to influence rather than direct others.

Read more about transactional leadership:

Transactional leadership focuses on results, conforms to the existing structure of an organization and measures success according to that organization's system of rewards and penalties. Transactional leaders have formal authority and positions of responsibility in an organization. This type of leader is responsible for maintaining routine by managing individual performance and facilitating group performance.

This type of leader sets the criteria for their workers according to previously defined requirements. Performance reviews are the most common way to judge employee performance. Transactional, or managerial, leaders work best with employees who know their jobs and are motivated by the reward-penalty system. The status quo of an organization is maintained through transactional leadership.

Differences between transactional leadership and other leadership styles

Transactional leaders differ from charismatic and transformational leaders in both structure and method. Charismatic leadership emphasizes influencing a group or organization to make the world a better place. In transactional leadership, the emphasis is on managing the performance of the individual and determining how well he or she performs in a structured environment.

The difference between transactional leadership and transformational leadership is also quite large. Simply put, transactional is a "telling" leadership style, and transformational is a "selling" style. While the transactional approach features positive and negative reinforcement, transformational leadership emphasizes motivation and inspiration. Transactional leaders are reactive; transformational leaders are proactive. Transactional leadership appeals to the self-interest of individuals, while the transformational style prioritizes group progress.

History of the transactional leadership theory

Max Weber, a 20th-century German sociologist, made an extensive study of leadership styles and divided them into three categories: traditional, charismatic and rational-legal, or bureaucratic. In 1947, Weber was the first to describe rational-legal leadership - the style that would come to be known as transactional leadership - as "the exercise of control on the basis of knowledge."

Transactional leadership theory is based on the idea that managers give employees something they want in exchange for getting something they want. It posits that workers are not self-motivated and require structure, instruction and monitoring in order to complete tasks correctly and on time.

The transactional leadership style was widely used after World War II in the United States. This was a time when the government concentrated on rebuilding and required a high level of structure to maintain national stability.

Political scientist James McGregor Burns was one of the most prominent authors to advance Weber's theories. In his 1978 book "Leadership," Burns argued that both transactional and transformational leaders must be moral and have a higher purpose. In Burns's model, transactional leaders espouse honesty, fairness, responsibility, and honoring commitments.

In the 1980s and 90s, researchers including Bernard M. Bass, Jane Howell and Bruce Avolio defined the dimensions of transactional leadership:

Contingent reward, the process of setting expectations and rewarding workers for meeting them

Passive management by exception, where a manager does not interfere with workflow unless an issue arises

Active management by exception, in which managers anticipate problems, monitor progress and issue corrective measures

Many current leadership theorists agree that principals of transactional and transformational leadership can be combined for ideal outcomes for both management and the workforce.

The transactional model is likely to succeed in a crisis or in projects that require linear and specific processes. This model is also useful for big corporations, such as Hewlett-Packard, a company known for its extensive use of management by exception.

Many high-level members of the military, CEOs of large international companies, and NFL coaches are known to be transactional leaders. Transactional leadership also works well in policing agencies and first responder organizations. Here are four examples of transactional leaders.

Norman Schwarzkopf

Gen. Norman Schwarzkopf was born in 1934 and graduated from West Point. He went to Vietnam as an advisor to the South Vietnamese army. During that war, he was wounded twice and awarded three Silver Star medals. In 1978, he became a brigadier general; he attained a four-star ranking in 1988. General Schwarzkopf was commander-in-chief of the U.S. forces in Operation Desert Storm, responsible for tens of thousands of troops in Iraq and Kuwait. He used the rules and regulations of the military to coordinate operations on several continents.

Vince Lombardi

Born in 1913, Vince Lombardi is best known as the coach for the Green Bay Packers. He signed a five-year contract with Green Bay in 1959. Under his leadership, the team never had a losing session. Over the course of his career, he led the team to a 98-30-4 record and five championships. The Super Bowl trophy is named after him. He used to run the Packers through the same plays in practice over and over again. The team's opponents knew the plays Lombardi would run, but the team was so well trained that many teams had trouble defending against them.

Bill Gates

Bill Gates was born in Seattle in 1955. In his early teens, he met Paul Allen at the Lakeside School, where they both developed computer programs as a hobby. When Gates went to Harvard, Allen went to work as a programmer for Honeywell in Boston. In 1975, they started Microsoft, and by 1978, the company had grossed $2.5 million, when Gates was 23. In 1985, Microsoft launched Windows. Bill Gates is now one of the richest people in the world. As a transactional leader, he used to visit new product teams and ask difficult questions until he was satisfied that the teams were on track and understood the goal.

Howard Schultz

Howard Schultz was born in 1953 and grew up in the Brooklyn housing projects. He escaped the projects with a football scholarship from Northern Michigan University. After college, he started selling coffee makers to companies that included the Starbucks Coffee Tea and Spice Company, which originally sold coffee beans rather than made-to-order drinks. He was hired by the company in 1982. In 1984, Schultz opened the first Starbucks coffeehouse based on the concept of an Italian espresso bar.

Schultz wanted to grow Starbucks, but the owners wanted to stay small. Schultz left and opened his own company in 1985. With the help of investors in 1987, he bought Starbucks and merged the two companies. By 2006, Schultz was ranked 394 on Forbes magazine's list of the 400 richest people in America. As a transactional leader, he was responsible for the vision and implementation of the Starbucks model.

Transactional leadership quotes

Norman Schwarzkopf: "When placed in command, take charge."

Vince Lombardi: "The price of success is hard work, dedication to the job at hand, and the determination that whether we win or lose, we have applied the best of ourselves to the task at hand."

Bill Gates: "The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency."

Howard Schultz: "Starbucks is not an advertiser; people think we are a great marketing company, but in fact we spend very little money on marketing and more money on training our people than advertising."

Here are some of the characteristics of transactional leaders:

Focused on short-term goals

Favor structured policies and procedures

Thrive on following rules and doing things correctly

Revel in efficiency

Very left-brained

Tend to be inflexible

Opposed to change

Transactional leadership works well in organizations where structure is important. Transactional leadership is not the right fit for organizations where initiative is encouraged:

Transactional leadership pros:

Rewards those who are motivated by self-interest to follow instructions

Provides an unambiguous structure for large organizations, systems requiring repetitive tasks and infinitely reproducible environments

Achieves short-term goals quickly

Rewards and penalties are clearly defined for workers

Transactional leadership cons:

Rewards the worker on a practical level only, such as money or perks

Creativity is limited since the goals and objectives are already set

Does not reward personal initiative

There is definitely a place for transactional leadership in the world today. One of its best uses is in multinational corporations where not all of the workers speak the same language. Once the structure and the requirements are learned, it is easy for workers to complete tasks successfully. This works because transactional leadership is simple to learn and does not require extensive training. The transactional approach is easy to understand and apply across much of an organization.

The military, policing organizations, and first responders use this style of leadership so that all areas of the organization are consistent. It is also easier to apply in a crisis situation, where everyone must know exactly what is required of them and how a task is to be done under pressure.

To many people, money and perks are a powerful motivator. Many people need a job to pay the bills. They have other obligations and distractions and would just as soon know exactly how to do their job in order to keep it and reap the rewards.

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What is Transactional Leadership? How Structure Leads to Results

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A transactional leader is someone who values order and structure. They are likely to command military operations, manage large corporations, or lead international projects.

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Situational leadership model: The other change management. 

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Situational leadership model: The other change management. 

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Situational Leadership: The Other Change Management | VWU Online

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Situational leadership allows leaders to adjust their style when needed. It differs from change management as it focuses on guiding individual employees.

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Situational leadership: What it is and how to build it. Better Up.

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Situational leadership: What it is and how to build it. Better Up.

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Are you wondering what the term "situational leadership" means, why it's important, and how it applies in the workplace? This article provides a situational leadership definition, an overview of the four situational leadership styles, and situational leadership examples so you can recognize them when you see them.

Think back to early in your career. Did you have a manager who explained things to you, guided you, and helped you stay on track in your role? Perhaps they gave you step-by-step instructions on how to complete a task or checked in with you daily to answer questions. When you didn't have much experience or expertise, this type of management style could have been instrumental to your success and career growth.

Fast forward to later in your career, once you'd gained the knowledge, skills, and expertise to fulfill your role and meet your goals with ease. A manager that explained why and how things were done a certain way, constantly checked on your status, and frequently offered unsolicited advice might be considered a micromanager.

Different levels of expertise require different management styles. So, too, can different situations or tasks. While a manager might normally let a high performer take charge of their own projects, a high-profile project within the company or a crisis situation might dictate that a manager get more involved.

And there's no need for it to be all or nothing. Leadership and management dimensions tend to exist on a spectrum.

Today's fast-changing business environment requires managers to take a nimble and responsive approach to whatever is arising in their team, work environment, competitive market, and organization.

As any great leader knows, there are a lot of variables to consider when working with a team of people, each with their own background, personality, learning style, experience, ego, and motivators. Thinking about dialing up or down across multiple leadership dimensions in response to these variables is the crux of how we define situational leadership.

Situational leadership can help managers better adapt to their work environments, and to the people they lead.

What is situational leadership?

Situational leadership is a way of adjusting one's management style to adapt to each situation or task, and the needs of the team or team member.

The Situational Leadership Theory was developed by Ken Blanchard and Paul Hersey in 1969, under the notion that there is no "one size fits all" leadership style. Instead, the model provides a framework for leaders to diagnose the development level of an employee or team for a task and adapt their leadership approach accordingly.

"54 percent of leaders use only one leadership style, regardless of the situation, which means that 50 percent of the time, leaders are using the wrong leadership style to meet the needs of their people."

Ken Blanchard, Author of The One-Minute Manager

The situational leadership model considers employee competence and commitment levels, which may vary across different challenges and performance areas. It also considers the complexity of the task and the level of direction and support required from the leader.

This flexibility allows leaders to meet each situation that arises with the leadership style that will bring out the best in employees and give them the highest chance of success.

What are the four leadership styles of situational leadership?

Blanchard and Hersey's situational leadership matrix describes four leadership behavioral styles that may be used, depending upon the situation.

1. Telling (S1) - Telling, or directing, is useful when a team or team member requires close supervision and regular guidance. The leader makes decisions and directs the team or team members on their roles. This can include providing instructions to novice team members or taking charge in an emergency.

2. Selling (S2) - Selling, or persuading, is useful when a team or team member has some competence, but perhaps not enough to be successful, or when they are unmotivated. The leader is open to feedback and collaboration in order to boost the team or team member's participation. Leaders utilizing this style may be helping team members to develop or improve their skills or encouraging buy-in to a larger vision.

3. Participating (S3) - Participating, or sharing is useful when a team or team member has the competence required to actively participate in planning and decision making. Leaders using this style are typically collaborative in their approach to problem-solving and decision-making, letting their teams and team members make decisions within their areas of expertise.

4. Delegating (S4) - Delegating is useful when a team or team member has a high level of competence and is self-motivated. Leaders leveraging this style will set a vision, outline desired outcomes, grant clear authority, and then get out of the way.

What are some examples of when a situational leadership style might best be used?

These situational leadership styles are most effective when appropriately paired with one of the four developmental levels of team members:

Low competence, high commitment (D1) - These are developing team members who may not yet have the specific skill set required for a task, but they have a high level of commitment to the task itself. This might call for a more directive style (S1) in which the leader tells the employee what to do, and how and when to do it. What can help? Connecting them to more experienced peers and side-by-side coaching in the flow of work to accelerate skills development.

Some competence, low commitment (D2) - These are team members who may have some skills, but not at the level required to be successful in performing a task, and who aren't fully engaged in the mission. This often calls for a leadership style where the leader coaches team members in how to solve problems and engages them in the process (S2). What can help? Demonstrate commitment to the individual by recognizing their specific contributions, supporting their development needs, and talking openly about your own search for meaning and purpose in the work.

High competence, variable commitment (D3) - These developed team members are highly skilled, sometimes more expert than the leader in their field, but they may be experiencing a lack of drive or confidence around performing a particular task. The most appropriate leadership style to use here is one that supports team members and encourages participation (S3) so the skills and knowledge of the team can be applied to the challenge at hand. What can help? Tapping into a team member's desire for impact and sense of meaning or purpose.

High competence, high commitment (D4) - These developed team members are highly skilled, sometimes more so than the leader, and they have a high level of motivation and commitment. The leadership style that best supports this situation is delegation (S4), where the leader empowers team members to make decisions and take independent action (within clearly defined boundaries) toward achieving agreed-upon goals. What can help? Share more context about the organizational goals and constraints so the team member can make more informed decisions and better develop approaches that achieve the organization's goals.

What does a situational leader do?

Situational leadership requires leaders to have multiple leadership styles and to move flexibly among them. This might require practice to develop. Leaders may have a "comfort zone" or a natural tendency toward a particular management style - and so might the organization. This can make it challenging to develop the full scope needed to be an effective situational leader.

It's important for leaders to stretch this way, though, because different situations and people require different approaches and leadership styles to bring out the best results. Just like we need multiple tools to build a house, we need multiple leadership styles to meet the challenges that arise in today's rapidly changing and increasingly diverse work environment. It often takes conscious effort to develop these skills.

A strong leader should develop the following characteristics of situational leadership include:

Flexibility - A situational leader is paying close attention to the changing needs of the team, task, and organization and adjusts their leadership style as needed to bring out the best in team members and ensure successful outcomes.

Active listening - In order to identify what is going on and accurately diagnose and provide what team members need, a situational leader must constantly leverage their active listening skills and seek to understand.

Clear direction - Situational leaders must be effective at providing the level of support and direction team members require.

Encourage participation - Situational leaders engage in behaviors that create psychological safety and opportunities for team members to share their thoughts, experience, and input. They also have the skills required to effectively delegate authority to team members as appropriate.

Coaching skills - To be most effective, situational leaders need to develop their ability to coach a wide range of developmental levels so they can meet team members where they are and support them in getting where they need to be.

What are some situational leadership examples?

Leaders such as U.S. President Dwight D. Eisenhower, General Colin Powell, Head Coach John Wooden, and Head Coach Patricia Sue Summit can all attribute at least a portion of their success to the use of a situational leadership style.

Dwight D. Eisenhower

Dwight D. Eisenhower was the supreme allied commander during World War II and, later, president of the United States. His success in each of these roles is often attributed to his ability to leverage different leadership styles in each situation.

During the war, he became known for his ability to balance "the interests and egos of a galaxy of generals and political leaders." He was also known to walk among the troops, shaking hands and boosting spirits.

His ability to adapt to various situations and people helped him become a great diplomat and leader, eventually winning two terms as President of the United States.

Colin Powell

Colin Powell is a former general in the U.S. Army, Secretary of State, National Security Advisor, and Chairman of the Joint Chiefs of Staff. His roles have dictated that he be a decisive leader, and his military rank assumes that his subordinates follow orders.

Still, he believed in taking a situational leadership approach with his commanders in the Army. He recognized that they all had different personalities, experience levels, skills, strengths, and weaknesses.

He shares, "I am a situational leader and I adjust my style, within limits, to the strengths and weaknesses of my subordinates, so I understand what they can and what they can't do, and I understand where I have to compensate for their weaknesses and where I can take advantage of their strengths - each one is different. As long as they get the job done efficiently and in a more than satisfactory manner, I am prepared to live with the differences that exist between human beings. They are human beings, they're not clones, they're all different and I think the best leaders are the ones that can analyze a subordinate or a human being and how to figure out how to get the best out of that individual."

John Wooden

John Wooden is the former UCLA men's basketball coach and considered by many to be one of the best in American history. Under his leadership, the Bruins won 10 championships, seven of them consecutive. They even racked up an 88-game winning streak spanning three seasons, even with a team that was constantly changing.

Wooden's ability and willingness to adjust his leadership style to adapt to the changing team dynamics and needs of his players can be summed up in his quote: "When you're through learning, you're through."

Pat Summitt

Patricia Sue Summitt was head coach of the University of Tennessee Lady Volunteer basketball team for 38 years and named the 11th greatest coach - of any sport - of all time.

Her ever-changing college basketball team won eight national titles and 1,098 out of 1,306 games over her 38-year career as head coach. She was also named head coach for the U.S. women's basketball team that brought home the gold from the 1984 Olympics.

She accomplished this by setting unrelenting standards for her team members and getting to know each one individually, pushing them to their personal limits.

Why is situational leadership effective?

Situational leadership is a highly flexible and responsive leadership style that adapts to the needs of individual employees and situations. It comes very intuitively to many leaders and is straightforward to apply. Leaders simply evaluate the situation and decide which leadership style is most supportive.

Situational leaders tend to stay in close communication with team members, constantly assessing and adjusting their approach to provide what is needed to support success. This helps them to build strong relationships with the team, which in turn creates a better work environment in which employees feel valued as individuals.

What are the disadvantages of situational leadership?

Like all leadership styles, there can be some disadvantages to situational leadership:

Can create confusion: Depending on how clearly a situational leader communicates, this leadership style can cause confusion within teams and organizations if employees perceive the leader to be arbitrary and inconsistent in their leadership approach.

Typically focused on short-term goals: The tendency for situational leaders to focus on responding to what is arising in the present moment can cause a disconnect from the larger vision. A strong situational leader will take this into account and develop their ability to keep long-term goals in sight, even when handling short-term issues.

Risks putting too much responsibility on the leader: Situational leadership requires the ability to discern and assess what is needed in any given situation so the leader can respond appropriately. When evaluating the competence and commitment of each team member, leaders may not have all the skills or knowledge needed to make an accurate assessment - or they may be misled, especially if an employee is trying to appear knowledgeable. Sometimes leaders confuse emotional maturity and confidence with experience-based maturity and competence.

Final thoughts on situational leadership examples

The ability to adapt to different people and situations can make for a more versatile, effective leader who does well in a diverse team and dynamic work environment.

But that's not to say that other leadership styles can't work. Every leader is different-just as every team member is different-and may have their own style, strengths, and weaknesses. Sometimes, simply being aware of the different styles can make a leader more aware of their own style, borrowing bits and pieces to improve their leadership skills.

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Situational leadership examples and how to develop this management style

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Are you wondering what the term "situational leadership" means, why it's important, and how it applies in the workplace? This article provides a situational leadership definition, an overview of the four situational leadership styles, and situational leadership examples so you can recognize them when you see them.

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Why conversations about racism belong in the classroom. 

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Why conversations about racism belong in the classroom. 

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https://rossieronline.usc.edu/youth-and-racism/racism-in-the-classroom

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Five components of relational leadership theory. 

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Five components of relational leadership theory. 

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https://campusrecmag.com/five-components-of-relational-leadership-theory/

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Teaching about racism is essential for education.

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Teaching about racism is essential for education.

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https://www.scientificamerican.com/article/teaching-about-racism-is-essential-for-education/

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https://www.youngminds.org.uk/young-person/coping-with-life/racism-and-mental-health/

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Centered leadership: How talented women thrive. 

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Centered leadership: How talented women thrive. 

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https://www.mckinsey.com/featured-insights/leadership/centered-leadership-how-talented-women-thrive

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What is the relational leadership model?

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What is the relational leadership model?

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https://www.graduateprogram.org/2020/09/what-is-the-relational-leadership-model/

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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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https://www.wgu.edu/blog/what-adaptive-leadership2101.html#close

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9 difference between being a leader and a manager. 

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9 difference between being a leader and a manager. 

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https://www.forbes.com/sites/williamarruda/2016/11/15/9-differences-between-being-a-leader-and-a-manager/?sh=e76a20846096

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https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-development/pages/the-art-of-servant-leadership.aspx

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https://www.greenleaf.org/what-is-servant-leadership/

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https://www.vocabulary.com/dictionary/leader