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Leadership Book - Emotionally Intelligent Leadership: A Guide for Students (Shankman, Allen & Haber-Curran)

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Leadership Book - Emotionally Intelligent Leadership: A Guide for Students (Shankman, Allen & Haber-Curran)

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Emotionally Intelligent Leadership: A Guide for Students

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Emotionally Intelligent Leadership: A Guide for Students [Levy Shankman, Marcy, Allen, Scott J., Haber-Curran, Paige] on Amazon.com. *FREE* shipping on qualifying offers. Emotionally Intelligent Leadership: A Guide for Students

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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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Multicultural and Social Justice Counseling Competencies: A Leadership Framework for Professional School Counselors

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Multicultural and Social Justice Counseling Competencies: A Leadership Framework for Professional School Counselors

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Why You Should Have A Written Leadership Philosophy

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Why You Should Have A Written Leadership Philosophy

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Why Emotional Intelligence Is Indispensable For Leaders

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Why Emotional Intelligence Is Indispensable For Leaders

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When most people imagine intelligence, they picture a mathematician solving equations, a novelist writing great works of literature or a philosopher expounding on wise principles.

But brilliance takes many forms, not least of which is the ability to comprehend and manage emotions. Known as emotional intelligence, this trait is often overlooked, yet crucial for success as a business leader.

Here's what having emotional intelligence provides you with:
Acute Awareness
One of the defining features of emotional intelligence is the ability to comprehend the effects of your feelings. This is crucial for making sound, objective decisions when your pride and self-esteem are at stake. All leaders must face situations where their emotions make a decision seem better than it is.

If you previously expressed support for a certain strategy, for example, your pride will be tied up with that strategy, making it harder to recognize if it isn't working. Leaders who have emotional intelligence are more likely to realize when pride and other emotions are influencing their thinking, allowing them to make more rational, impartial choices.
Impact Interpretation
In addition to reigning in your own feelings, emotional intelligence makes it easier to anticipate and respond to others' sentiments. As much as we may want for it to be objective, business is an emotional experience.

Bad news from work can shock or dismay your employees, while good news may make them unreasonably optimistic. Emotional intelligence means you can tell ahead of time how others will react and develop a strategy to keep them grounded.
Mental Health Management
Those with emotional intelligence have an easier time assessing the emotional and psychological state of their employees. This makes it easier to determine if someone is suffering from:

* Anxiety

* Depression

* Grief

* Trauma

* Eating disorders

By recognizing threats to your employees' mental health, you can provide them with the support and professional resources they need to recover. Not only is this good for their health but it promotes a more harmonious, productive workplace.
Cultivated Communication
Leaders with emotional intelligence have an improved ability to gauge others' responses to their words and actions. This makes it easier for you to tell if your employees really understand what you are saying or are confused but unwilling to say so. You can then refine your messages accordingly, developing reliable ways of communicating with everyone who works for you.

Emotional intelligence also makes it easier for you to listen to what other people are saying clearly and without judgment, ensuring that others can always give you the information you need.
Helpful Humor
Never underestimate the value of humor in business. A good joke or clever play on words can cheer up dismayed employees, win over skeptical customers and draw positive attention to your brand. If you have emotional intelligence, it will be easier to tell what people will find funny. You can also determine in which situations humor will be appropriate, finding the proper balance between serious work and lightheartedness.

While intelligence is important, emotional intelligence is a key to success in leadership and in being able to relate to others. When dealing with others, truly try to place yourself in their situation. It will help you choose the best method to solve problems and achieve your goals.

How has emotional intelligence helped you to make sound and informed decisions?

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Council Post: Why Emotional Intelligence Is Indispensable For Leaders

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When most people imagine intelligence, they picture a mathematician solving equations, a novelist writing great works of literature or a philosopher expounding on wise principles. But brilliance takes many forms, not least of which is the ability to comprehend and manage emotions.

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A model consisted of five components (Purpose, Inclusive, Empowering, Ethical, and Process) that focuses on a group or organization's positive social development and advancement. Each component can be applied into the Knowing-Being-Doing framework of an exemplary leader.
What are the Components?
Purpose - Having an individual commitment to a goal or activity while establishing a common ground with others who share a similar purpose.
Inclusive - Involving not only everyone but also everyone's ideas and different viewpoints.
Empowering - Giving others the ability to not only be involved but feel involved in group decision making.
Ethical - Being 'fair' to yourself as a leader, other leaders, and to the process you take to achieve your goals.
Process - The path you as a group decide to go in along with how well you stay together, communicate, solve problems, and achieve your goals as a group.

Knowing? Being? Doing?
Knowing - The skills needed to perform and knowing process of how to manage yourself and others to achieve goals.
Being - Self awareness of personal beliefs, values, and goals while understanding that your actions can have significant effect on others.
Doing - Using the knowledge and self awareness to lead a group to achieving previously stated goals. Knowing the skills needed is not enough to be a leader, one must be aware of the influence he can potentially have on others. Similarly, being aware that you have the potential to lead is not enough if you don't possess the knowledge of skills. The combination of skills accompanied with the process of doing completes the framework of an exemplary leadership.

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A model consisted of five components (Purpose, Inclusive, Empowering, Ethical, and Process) that focuses on a group or organization's positive social development and advancement. Each component can be applied into the Knowing-Being-Doing framework of an exemplary leader. What are the Components?

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What is the Relational Leadership Model?

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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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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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Emotional Intelligence in Leadership Learning How to Be More Aware

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Emotional Intelligence in Leadership Learning How to Be More Aware

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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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Executive Search | Executive Recruiters * Y Scouts

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Charismatic leadership involves a sense of style, flair, and confidence.

These charismatic leaders have a quality which is hard to pin down, but which attracts followers and inspires people to action. Transformational leaders are often highly charismatic because they are capable of initiating and maintaining a significant level of change in the organization.

The following are some of the most prominent characteristics of charismatic leadership.

1. Communication

Charismatic leaders have extraordinary skills in communication. This helps to motivate employees through tough times and also help them stay grounded when things are good. The leaders are equally comfortable communicating one-to-one or in a group setting.

2. Maturity

Though they have a very powerful personality, a charismatic leader also has maturity and character. They don't believe in empty showmanship, but they draw on their wisdom and knowledge which they have accumulated over the years of life and business experiences. They behave in a mature and responsible manner on all occasions.

3. Humility

Charismatic leaders also have a sense of humility. They place a lot of value on each employee, and have the ability to truly listen to their concerns. The charismatic leader is able to convince the employee of the value that they bring to the organization, and show them how their contributions impact the strategic interests of the company. They inspire great loyalty from their employees.

4. Compassion

Successful charismatic leaders are also compassionate. Charisma alone may not be enough, because there's a very real possibility that it can disintegrate into mere hero worship. Compassion, integrity, honesty, and fortitude are also qualities that successful charismatic leaders exhibit.

5. Substance

Charisma can exist without substance, but only for a very short time. Flashy and glitzy behavior may capture the attention of people, but eventually they will want something substantial beneath the facade. A charismatic leader must not only talk the talk, but also walk the walk. Charm gets him the face time, and substance closes the deal.

6. Confidence

It goes without saying that charismatic leaders are truly confident. They are the glass half full kind of people, and are comfortable with who they are. They understand themselves well and do not try to be anyone else. Charismatic leaders are secure and confident enough to be comfortable in their own skin.

7. Positive body language

One of the first things that you'd notice about a charismatic leader is their warm, open, and positive body language. They make eye contact with were that they are talking to, smile, and introduce themselves to strangers with the genuine joy of making a new contact. They have an endearing swagger, and they are authentic.

8. Listening skills

Charismatic leaders are extremely good listeners. When they listen to you, they don't fidget or look distracted. A charismatic leader pays attention to what is being said, and listens with interest. They are engaged in the conversation and act with empathy.

9. Self-monitoring

One of the attributes of charismatic leaders is that they often tend to watch themselves. They are aware of their powerful personality, and the fact that their followers are watching them constantly. For this reason, they consider it important to portray a good image of themselves to their followers. This can be achieved only with self-monitoring.

10. Self-improvement

A charismatic leader understands that he has certain qualities that make him different from others, and that these are the qualities that get him attention and make him charismatic. So he also knows how important it is to continually improve himself.

Additional Resources:
Curious about your characteristics? These resources will assist on your journey to self-discovery:

Contact us if you are looking to find your next leader!
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These charismatic leaders have a quality which is hard to pin down, but which attracts followers and inspires people to action. Transformational leaders are often highly charismatic because they are capable of initiating and maintaining a significant level of change in the organization. The following are some of the most prominent characteristics of charismatic leadership.

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The charismatic leadership style relies on the charm and persuasiveness of the leader. Charismatic leaders are driven by their convictions and commitment to their cause.

Charismatic leaders also are sometimes called transformational leaders because they share multiple similarities. Their main difference is focus and audience. Charismatic leaders often try to make the status quo better, while transformational leaders focus on transforming organizations into the leader's vision.

Dr. Martin Luther King, Jr. was a charismatic leader who used powerful oratory, an engaging personality, and unwavering commitment to positive change in the lives of millions of people.

Read on to discover more about charismatic leadership:

What sets charismatic leaders apart is that they are "essentially very skilled communicators, individuals who are both verbally eloquent, but also able to communicate to followers on a deep, emotional level," said Ronald E. Riggio, Ph.D., professor of leadership and organizational psychology at Claremont McKenna College, in his Psychology Today article "What is Charisma and Charismatic Leadership?"

Charismatic leaders are often identified in times of crisis and exhibit exceptional devotion to and expertise in their fields. They are often people with a clear vision in business or politics and the ability to engage with a large audience.

A charismatic leadership definition is incomplete if it does not focus on the leader personally. More than other popular leadership styles, charismatic leadership depends on the personality and actions of the leader - not the process or structure.

Differences between charismatic leadership and other styles

"Charismatic leadership is a leadership style that is recognizable but may be perceived with less tangibility than other leadership styles," writes Mar Bell in "Charismatic Leadership Case Study with Ronald Reagan as Exemplar."

Charismatic leadership is similar to other styles. Both it and transformational leadership rely on the ability of the leader to influence and inspire followers. Transformational and charismatic leaders motivate the individual or those around them to be better and to work for the greater good of an organization or society. Other similarities include:

Leaders rally those around them in service of a common goal

Initiative and boldness are encouraged

The differences between charismatic and transformational leadership styles lie primarily in how the individual is viewed.

The personal vision of a charismatic leader has a great deal of influence over his or her audience

Charismatic leaders speak about their moral compass or passion rather than an existing method of doing business

Democratic and charismatic leaders compared

When compared to democratic leadership, similarities to the charismatic style include:

They both place considerable responsibility on the leader

Leaders guide employees, team members or volunteers in a particular direction

There is often a spirit of collaboration

The differences between charismatic leadership and democratic leadership include:

In democratic leadership, workers must have high-level skills in addition to the desire to work

Democratic leaders are highly rational and deliberate in their style

Charismatic leaders appeal to the emotions of the audience

In the charismatic leadership style, working toward a greater good is emphasized

Comparing autocratic and charismatic leadership

Likewise, charismatic and autocratic leadership styles share some traits. Both leaders often increase employee productivity. The key difference: The charismatic leader typically inspires employees to perform. The autocratic leader uses their authority to demand high performance. The short-term result is identical, although the long-term consequences may differ.

Charismatic leaders structure their organizations as they see fit. This is another example of a crossover between charismatic and autocratic leadership styles. The intensity of both styles may also generate early burnout of their leaders (and followers).

History of charismatic leadership

German sociologist Max Weber first published his book "The Three Types of Legitimate Rule" in 1958. In it, he sets forth a tripartite classification of authority for organizations and governments:

Two forms of order: authority and norms

Weber suggests that there are two fundamental forms of order: norms and authority. In organizations with authoritative order, people follow rules set by their leader. Transactional and bureaucratic leadership styles fit into this form of order.

Institutions that use norms depend on the appeal of their mission and vision to inspire allegiance in employees or followers. Charismatic leaders use norms to build a strong emotional relationship with the people who work for them.

Charismatic leaders are from all walks of life. In addition to business, this leadership style can be found in religious institutions and political and social movements.

Religious examples of charismatic leadership

Martin Luther King, Jr.

Born in 1929, Dr. King followed in the footsteps of his father as a Baptist minister. He started his civil rights career as the leader of the bus boycott the night that Rosa Parks was arrested in Montgomery, Alabama. Dr. King's powerful speeches and belief in peaceful protest put energy into the civil rights movement. In January 1957, he and several others founded the Southern Christian Leadership Conference. In 1960, Dr. King gained national notoriety for his arrest at a lunch counter sit-in, which came to the attention of presidential candidate John F. Kennedy. He was soon released and went on to have even greater influence in the fight for civil rights.

Martin Luther King, Jr.'s speeches ignited smaller movements for equal rights through the American South and beyond. Dr. King is best known for the August 28, 1963, march on Washington that drew more than 200,000 people. At that march, he delivered his famous "I Have a Dream" speech. The following year, the Civil Rights Act of 1964 was passed.

Mother Teresa

Born in Macedonia (now Yugoslavia) as Anjezë Gonxhe Bojaxhiu in 1910, Mother Teresa was a Roman Catholic nun best known for her work with the poor. Mother Teresa joined the Sisters of Loreto when she was 18 and moved to India in 1929. As a novitiate, she was sent to Calcutta and taught at St. Mary's School for Girls.

In 1946, Mother Teresa abandoned teaching to follow what she considered her calling, founding the Missionaries of Charity to live and serve in the slums of Calcutta. Over the course of the 1950s and '60s, she established a leper colony, an orphanage, a nursing home, a family clinic and a string of mobile clinics.

In 1971, she traveled to New York to open her first U.S.-based house of charity. In 1985, she spoke at the 40th anniversary of the United Nations General Assembly. By the time of her death, the Missionaries of Charity numbered over 4,000 sisters with 610 foundations in 123 countries. Her inspiring, devout persona and devotion to a singular idea make her a good example of a charismatic leader.

Pope John Paul II

In 1920, Pope John Paul ll was born in Poland as Karol Józef Wojtyla. Under Nazi occupation, he began his theological studies in a secret seminary in 1938 and was ordained as a Catholic priest in 1946. John Paul became the bishop of Ombi in 1958.

Well regarded for his work in the church, John Paul was made a cardinal in 1967. In 1978, he was elected pope, a role he occupied until his death in 2005. Pope John Paul II was instrumental in examining the Roman Catholic Church's role in the modern world. He traveled to more than 100 countries and was a vocal advocate for human rights.

Political examples of charismatic leadership

Ronald Reagan

Ronald Wilson Reagan was born in 1911. He gained fame as an actor after signing a seven-year movie contract with Warner Brothers in 1937. During World War ll, he made training films for the military. Although he served as president of the Screen Actors Guild, a labor union, Reagan's political views shifted from liberal to conservative in the 1950s.

He began giving motivational talks to businesses and moved to the national stage in 1964, when he gave a well-received televised speech for Barry Goldwater. He ran for president beginning in 1968 and won in 1980. President Reagan was able to articulate his political vision in ways that appealed to his followers. Along with Teddy Roosevelt and John F. Kennedy, Reagan is recognized as one of the most charismatic American presidents of the 20th century.

Sir Winston Churchill

Winston Leonard Spencer-Churchill was born in 1874. Although he is best known for being the prime minister of England during World War ll, he honed his communication skills as a war correspondent in World War l and crafted legislation for Parliament as a member. He was a powerful orator who used radio speeches to buoy the British people's resilience during Germany's World War II bombing of England.

Lee Iacocca

Lido Anthony Iacocca was brought to Chrysler in the late 1970s to rescue the automaker from impending bankruptcy. Those who saw Iacocca "work the room," ultimately persuading Congress to guarantee a huge loan to Chrysler, observed a charismatic leader working his magic.

Iacocca, an automotive executive with an undergraduate degree in industrial engineering, was not blessed with natural charisma, but he developed the talent. A memorable example of his charismatic style is his signature slogan, "If you can find a better car, buy it!"

Jack Welch

John Francis Welch was born in 1935 in Peabody, Massachusetts. He grew up playing sports and used lessons he learned as an athlete throughout his life. After college, Welch went to work at General Electric as a chemical engineer in 1960. He rose through the ranks to become the youngest CEO in GE's history in 1981.

As a CEO, Welch went out of his way to develop positive relationships with GE employees and customers. He talked informally with workers, making them feel as if they might receive a note or a visit from him at any time. Although Welch didn't hesitate to cut costs and lay off employees he viewed as poor performers, his leadership style engendered a sense of value and pride in the company.

Mother Teresa: "Let us always meet each other with smile, for the smile is the beginning of love."

Martin Luther King: "Human progress is neither automatic nor inevitable...every step toward the goal of justice requires sacrifice, suffering, and struggle; the tireless exertions and passionate concern of dedicated individuals."

Pope John Paul ll: "Freedom consists not in doing what we like, but in having the right to do what we ought."

Ronald Reagan: "We can't help everyone, but everyone can help someone."

Winston Churchill: "Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen."

Lee Iacocca: "Motivation is everything. You can do the work of two people, but you can't be two people. Instead, you have to inspire the next guy down the line and get him to inspire his people."

Jack Welsh: "The essence of competitiveness is liberated when we make people believe that what they think and do is important - and then get out of their way while they do it."

Common characteristics of leaders with charisma identified by Jay Alden Conger, leadership expert at the University of Southern California, and Henry Kravis, professor of leadership at Claremont McKenna College, include:

Sensitivity to their environment and the needs of their employees or followers

Articulate and visionary

Inclined toward personal risk taking

Adept at using unconventional behavior

There are many advantages to this leadership style. Charismatic leaders are often a catalyst for social change. They are, however, not a fit for organizations that depend on rigid structures and processes to function.

Charismatic leadership pros

Charismatic leaders inspire people to work together for a common cause

Organizations are committed to a central mission

Management prioritizes learning from mistakes in an effort to succeed in their mission

Charismatic-led companies tend to be cohesive because their workers have a clear purpose

Charismatic leadership cons

Leaders may develop tunnel vision or arrogance, undoing their previous good deeds

Organizations can become dependent on charismatic leaders and may suffer if he or she retires, leaves the company, or dies suddenly

Charismatic leaders sometimes become unresponsive to their subordinates or constituents

These leaders may not learn from their mistakes, compounding them

Charismatic leaders may believe they are above the law, committing financial or ethical violations

The world needs charismatic leaders because they fight for quality of life and a better world. Charismatic leaders have the courage of their convictions. They are willing to stand up to people who have a differing view of society or the organization.

Charismatic leaders tend to be able to see the gaps between what an organization delivers to its workers and what the workers need from the organization. They create visions that their supporters can readily see, and in return the supporters are motivated to contribute to a common goal.

Sources:

Ronald E. Riggio, Ph.D., " What Is Charisma and Charismatic Leadership?," Psychology Today

John C. Welch IV, "Insights on Charismatic Leadership from the Heroes and Villains"

Brian Evje, " 3 Dangers of Charismatic Leadership," Inc.
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What is Charismatic Leadership? Leading Through Personal Conviction

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The charismatic leadership style relies on the charm and persuasiveness of the leader. Charismatic leaders are driven by their convictions and commitment to their cause. Charismatic leaders also are sometimes called transformational leaders because they share multiple similarities. Their main difference is focus and audience.

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The Dark Side of Emotional Intelligence 

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The Dark Side of Emotional Intelligence 

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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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