# data[].attributes.attachment_caption
Coach Freeman is the new head football coach at Notre Dame.  I have listened to some of his interviews and have been captivated by his take on leadership.

# data[].attributes.body
“All I know how to do is to lead with my heart and I told those kids in that meeting that I'm going to give you my heart and I'm going to do everything and lead by emotion. ...Trust that I'm going to do whatever is in my power to make sure we have success …We're going to do this as a team together and I'm going to admit there's going to be times that I make mistakes but if you understand that I care about you and that every intention, every action and attention that I have is to make sure you have success I think they will trust you and that's what we got to continue to build that trust between the head coach and the players. If you have a head coach you feel trusts you right and you trust your head coach you're going to be willing to run through brick walls and that's what we got to do in order to succeed.” - Coach Marcus Freeman

# data[].attributes.body
I interviewed Mrs. Robledo an Elementary school principal. She is very enthusiastic and passionate.  She is not afraid of a challenge and is willing to learn from whoever can help her be a better person.  Throughout our interview she mentioned "si se puede" several times, which means "yes, you can."  This is her mentality through this tough year and anytime she is faced with a challenge.  Her priorities as a leader are her students and staff safety and positive guidance.  She wants her students and teachers to know that she is rooting for them and always wants what is best for them, this is what identifies her as a leader and not just a manager.

# data[].attributes.headline
The Texas Model for Comprehensive School Counseling Programs

# data[].attributes.subject
The Texas Model for Comprehensive School Counseling Programs

# data[].attributes.body
https://www.schoolcounselor.org/About-School-Counseling/School-Counselor-Roles-Ratios

# data[].attributes.attachment_link.description
School counselors are highly educated, professionally certified individuals who help students succeed in school and plan their career. An integral part of the total education system, school counselors help students form healthy goals, mindsets and behaviors.

# data[].attributes.headline
The Five Dysfunctions of a Team By: Patrick Lencioni

# data[].attributes.subject
The Five Dysfunctions of a Team By: Patrick Lencioni

# data[].attributes.body
This book describes the five dysfunctions of a team, which build off of one another like a pyramid. The Five Dysfunctions of a team are: 1) Absence of trust; 2) Fear of conflict; 3) Lack of Commitment; 4) Avoidance of accountability; and 5) Inattention to results.

# data[].attributes.body
There are several different theories of leadership.  The theories each pertain to leadership in different ways. Some theories include, behavior theories, contingency theories, and trait theories.

# data[].attributes.body
Charismatic leadership

Transactional leadership

Transformational leadership

Relational leadership

Authentic leadership

Servant leadership

Several of the different types of leaderships share similar traits such as being an effective communicator and building strong relationships.

# data[].attributes.body
https://prezi.com/view/51fKqKdxP02izptslwpY/

# data[].attributes.attachment_link.description
Thank You! Leadership Charismatic Leadership Charismatic Leadership Charismatic leadership highlights a leaders personality and charisma. Charismatic leaders have a clear vision and can communicate effectively with encouragement and their charismatic personality to motivate

# data[].attributes.body
https://www.wgu.edu/blog/what-is-authentic-leadership2004.html#close

# data[].attributes.attachment_link.readable_text
Authentic leadership is a theory that is still forming in the business world. The idea of authentic leadership is that leaders are seen as genuine and "real." This theory was created by Bill George in his book Authentic Leadership, published in 2003. This book takes on the entire theory that for leaders, being themselves is key to finding success. There are other important leadership skills, but being yourself helps you hone those skills. But does it work? It appears that the answer is yes. In fact, research shows that authentic leadership is the biggest predictor of an employee's job satisfaction, organizational commitment, and workplace happiness.

If you're studying to become a business manager or leader, it's important to understand the variety of leadership styles and theories, as well as understand authentic leadership and how being yourself could be your best option. Learn more about the authentic leadership theory, how you can develop it, and how it could benefit your team.

Bill George's Authentic Leadership model focuses on five distinct qualities that leaders that are authentic have, or may develop. It's important to note that these aren't unnatural characteristics that would make a leader less genuine, but are general ideas that leaders that are authentic fill with their own real intentions and beliefs.

Being a leader that is authentic involves demonstrating sense of purpose in order to seem real and approachable. Often, having a sense of purpose will come out as a sense of passion in practice. Passionate leadership involves caring about the work they are doing, and seeing leaders care makes employees more interested in caring about their work too. Leaders that have authenticity connect to their employees by showing interest in what they do, an interest in the large picture for the organization, and a passion for helping create success.

For example, leadership that shows authenticity is seen when a manager is assigned a new project from upper management, and will then hold a meeting for employees about this new role. They share the things that they are excited about, the structure of the project, and how everyone will be involved to create a good result. They demonstrate a good attitude to followers and show positive behavior as part of their leadership and passion. When an employee sees a passionate leader, they can catch the vision for what success can look like. A sense of purpose can look different based on the leader, but ultimately authentic leaders won't need to fake a sense of purpose, they already are passionate about their work, and followers can see that in their behavior and in their practice.

Authentic leaders have specific values, and they don't compromise on them for anything. This is also known as integrity. Integrity is crucial behavior for leadership to truly be successful. A leader behaves in a way that is always in line with their values, and expect high ethical standards and integrity in employees as well. Employees that see leaders who have values and things that are important to them will find respect and appreciation for their leader. The values of an authentic leader will vary based on their specific beliefs and morals, and they can be shaped by their company policy as well. Ethical leadership and authentic leadership goes hand-in-hand. This kind of leadership means that a manager will have their own personal standard of ethics and values that they will stay by no matter what.

For example, an authentic leader has standards for how work is done and values that work is done correctly. They articulate regularly that they won't tolerate shortcuts, they won't compromise the rules, and that they themselves would never do that either. This can be in regards to work, coworker relationships, management, and more. Values are a crucial element to this kind of leadership. Followers see this ethical behavior and have trust in the organization as a whole, and begin to grow more self-aware of their own ethics and discipline.

Authentic leaders build relationships with their employees and colleagues, and try to establish real connections with the people around them throughout the organization. They are willing to share things about themselves, communicate, and actually listen to others. Employees react better to managers who they believe really care about them and remember things about their lives. When an employee has a manager that they know actually cares about them and their life outside the office, they're more invested in staying and having a good relationship with that manager.

For example, authentic leaders ask employees about their family. If an employee says they have to leave work early to take their spouse to the doctor, the manager can politely ask if everything is ok, if they need any help, or if there's anything they can do. Management that is genuine and real will always listen, as well as make connections by sharing details of their lives as well. This can be as simple as talking about a game or show they watch, or go deeper in sharing about their children or family. Team members are much more likely to respect and like leaders who they can connect with in a real way.

Goals and self-discipline helps authentic leaders have the focus they need to move forward, no matter what comes their way. Consistent, cool, calm-that is the kind of leader you want during a storm or stressful times. Having goals in mind, and the self-discipline to get there is what makes an authentic leader easy to follow. Employees feel confident and calm when they see a leader that has that self-discipline as well. It also encourages their own self-awareness for their reaction and response, encouraging them to be calm and relaxed as well. An organization can thrive when leadership demonstrates patience and calm no matter what.

An authentic leader will communicate specific work goals to the team and then help provide a path and a plan to accomplish those goals. When things come in that add stress to the situation, authentic leaders don't freak out or complain. They set the tone for their employees by keeping their cool and adjusting the plan when necessary, all the while encouraging the team that they can still reach the goal. Staying focus, adjusting when needed, communicating, and moving forward are key for authentic leaders.

Authentic leaders are willing to show compassion to their employees. They are sensitive to the needs of others, and are willing to help them get what they need. This self-awareness is important to help team members really trust leadership. There are many positive effects that can come from this kind of self-awareness and leadership. This genuine heart helps employees feel that they are more than just a cog in the machine-they know that their leader sees them as a person and cares about them as a person. Mental health, emotional intelligence, self-awareness, and sensitivity are all important to this kind of leadership.

An authentic leader shows their genuine heart, self-awareness, and compassion in many ways. One way they show this is by checking in on employees regularly. For example, during a busy time in the office an authentic leader will check in with their employees often for one-on-one time to ensure they are feeling OK, and find out if they can do anything for them. An authentic leader will make sure relationships between coworkers are going well, be sensitive to personal issues employees may be facing. Authentic leaders show genuine concern and ask because they want to know and help, not out of politeness.

There are many things leaders can do to develop their authenticity and become more genuine leaders. Some of the things they can do include:

Explore their life story. Authentic leaders can learn about themselves as a good way to become more true to themselves. They need to process their experiences, understand the things they've gone through, and discover who they really are. When you dive into your own understanding of yourself, you're better able to be yourself and let others see that side of you.

Take time to reflect. It's important to take a step back in our 100-mile-an-hour world and be introspective. Taking time for reflection helps you understand what's important to you, allowing you to be a better leader. Set aside time without your phone, task lists, and just reflect. Examine how you're living your life and engaging with people around you to be more true to yourself.

Seek out feedback. Authentic leaders know that they need to understand how other people see them in order to be effective. Seeking out honest feedback and then taking that feedback to heart is important for leaders to grow and develop. Authentic leaders want to get better and change for their employees, so surrounding themselves with people who will give honest feedback is key.

Understand their leadership style. Authentic leaders understand what kind of leadership styles comes naturally to them. They understand the situation they are in, the people they manage, and they can adapt their style as needed to fit that situation while staying true to themselves. Flexible styles aren't inauthentic, because they come from a genuine place and are part of the compassion and heart leaders have to make the best connection with their employees.

There are lots of critiques for the authentic leadership theory. Some people argue that employees and followers don't need an authentic person, they need a true leader. They need someone who is more than just themselves to lead and guide them. They argue that faking it until you make it is the key to a strong leader. While there are pros and cons to authentic leadership, overall the theory is focused on leaders being strong, but genuine and true to themselves which helps employees feel connected to and confident in them. Seeking to understand their flaws helps authentic leaders become stronger, and forging those real connections with employees helps them feel better about their work and their management.

Overall, the authentic leadership theory is a solid foundational way to be a good leader. Coupled with a business degree, authentic leadership can help you work to become the manager that you truly want to be.

Subscribe to the WGU Blog

Stay up-to-date with the latest articles, tips, and insights from the team at WGU

Our focus on your success starts with our focus on four high-demand fields: K-12 teaching and education, nursing and healthcare, information technology, and business. Every degree program at WGU is tied to a high-growth, highly rewarding career path. Which college fits you?

Want to see all the degrees WGU has to offer? View all degrees

# data[].attributes.attachment_link.description
Authentic leadership is an up-and-coming theory about leadership and management. It looks into how genuine a leader is, and how their perception of being genuine impacts their ability to lead. Learn more about authentic leadership and how you can develop it in your career and life.

# data[].attributes.body
Emotional Intelligence is the ability to understand and identify your feelings and emotions and those around you.  In leadership, emotional intelligence consists of five attributes: self-awareness, self-management, empathy, relationship management, and effective communication.

# data[].attributes.headline
Emotional Intelligence a Key Leadership Skill

# data[].attributes.subject
Emotional Intelligence a Key Leadership Skill

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

# data[].attributes.attachment_link.title
How Emotional Intelligence Became a Key Leadership Skill

# data[].attributes.attachment_link.description
A reading list to bring you up to speed.

# data[].attributes.headline
Why Emotionally Intelligent People Are More Successful

# data[].attributes.subject
Why Emotionally Intelligent People Are More Successful

# data[].attributes.body
https://www.fastcompany.com/3047455/why-emotionally-intelligent-people-are-more-successful

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

# data[].attributes.attachment_link.title
Why Emotionally Intelligent People Are More Successful

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

# data[].attributes.headline
Five Aspects of Emotional Intelligence Required for Effective Leadershp

# data[].attributes.subject
Five Aspects of Emotional Intelligence Required for Effective Leadershp

# data[].attributes.body
https://www.inc.com/brent-gleeson/5-aspects-of-emotional-intelligence-required-for-effective-leadership.html

# data[].attributes.body
https://louiscarter.com/charismatic-leadership-style/

# data[].attributes.attachment_link.readable_text
Each style of leadership has a specific focus area. For example, some forms of leadership, such as democratic leadership, emphasize people's growth while others, like bureaucratic leadership, are focused on existing structures and hierarchies.

However, a charismatic leader can influence people in ways that other leaders can only dream of. This is why a charismatic leadership style is often regarded as the most powerful way to lead.

Here, I help you understand what makes charismatic leadership so powerful through an explanation of the leadership style, the characteristics that make it up, its pros and cons, and relevant examples.

What is a Charismatic Leadership Style?

It wouldn't be wrong to assume that you've met at least one person in your life who oozed charisma. This almost unexplainable attribute is something that charismatic leaders have in abundance; they have a clear vision and can communicate it in an impactful way.

Charismatic leadership uses articulate communication, encouragement, and power of personality to motivate others to behave in a particular way. Charismatic leadership depends on the leader's eloquence, their firm belief in their mission, and their ability to make their followers or subordinates feel the same way.

A study published in the International Journal of Psychology shows a strong relation between charismatic leadership and work-group identification of employees. The identification of the workgroup is often correlated with employees' participation in the job, job satisfaction, success, and retention.

Charismatic leaders can encourage, inspire, and get individuals to achieve the mission at hand. No wonder many politicians and activists have been described as charismatic. Charismatic leadership relies, more than any other leadership style, on the personality of the leader.

Considering that they can connect with people at a subconscious level, charismatic leaders are most needed in organizations that are headed for disaster or are struggling to make progress. So, how can you identify such a leader in your organization? You can find a charismatic leader by looking for the attributes or characteristics that define this leadership style. The attributes or characteristics of a charismatic leader are discussed next.

The Characteristics of a Charismatic Leader

Charismatic leaders seem very unique. They stand out in a crowd and have a powerful effect on the people around them. More than that, they are exceptional at motivating other individuals. They also have a unique ability to analyze and decode any inefficiency within an organization.

Critical thinking, compiling of evidence, and discovery of ways to address a range of issues also emerge from these visionary characteristics related to this leadership style. The following are the characteristics that make charismatic leaders so powerful:

1. Superior Communication Abilities

Charismatic leaders have exceptional communication abilities. This helps inspire followers or subordinates during stressful times and helps them remain grounded when things are great. Communicating one-to-one or in a group environment is equally easy for these leaders.

2. Emotional Sensitivity and Control

You might find that most charismatic leaders can decipher the feelings of others well. This is natural for someone who is looking to inspire people using their 'charm'. Charismatic leaders appear to display their feelings positively as well. Whenever required, they can demonstrate better control over their feelings.

3. Confidence

Charismatic leaders are genuinely optimistic people to state the obvious. They always look for the positive in things and are confident about themselves as a person. They are well aware of their traits and do not pretend to be someone else. Ultimately, this allows them to be comfortable in their skin and have a contagious confidence.

4. Visionary

Charismatic leaders envision an optimistic, often revolutionary version of the future in their minds. They will see what cannot be understood by their peers. The subordinates choose to follow the charismatic leader because of this characteristic, as they are promised a solution to a long-standing problem or something far better than what they currently have.

5. People-Centered Approach

The charismatic leadership style has a very people-centric focus. The ideas and activities of a charismatic leader are aimed at bringing about a change that will impact the people at a spiritual, political, or societal level. Additionally, these leaders can connect their followers to their mission extremely well.

6. Ability to Inspire Positive Behavior

Charismatic leaders display positive behavior and encourage others to follow suit. They inspire their followers through strong and inspiring words that convince them to transition to positive behaviors.

Perhaps, the best way to envision a charismatic leader with all these qualities is visualizing historical leaders with a charismatic leadership style. In the political, corporate, and religious realms, history is full of examples of charismatic leaders.

However, the most prominent amongst them is Martin Luther King Jr. His iconic speech 'I have a dream' still lives in people's minds. He is known and celebrated across the globe for his telling role in U.S civil rights movement that changed the U.S for the better; he inspired this change through his words and charisma.

The Pros and Cons of Being a Charismatic Leader

Charismatic leaders may affect an organization and the individuals they lead in a strong, positive way. However, this leadership style can also lead to dangerous situations if used in the wrong manner. The following are the pros and cons of a charismatic leadership style.

Extremely motivating and encouraging
Fosters a sense of friendship, cooperation, and community
Makes subordinates r followers feel noticed and appreciated
Builds momentum for sustainable change

Can cause leaders to concentrate on themselves rather than their followers
Can encourage self-centered behaviors
Often seen as superficial or presumptuous

Because charismatic leaders are willing to take chances and venture beyond the lines, they can have a positive influence on an organization or community. Unfortunately, a charismatic leader does not need to comply with a clear moral or ethical vision.

History has taught us that when working towards their vision, charismatic leaders can steer followers in the wrong direction and cause chaos. Nonetheless, this style of leadership can be a powerful way to inspire individuals and change the way an organization or community functions.

# data[].attributes.attachment_link.title
Charismatic Leadership Is The Most Powerful Way To Lead

# data[].attributes.attachment_link.description
Each style of leadership has a specific focus area. For example, some forms of leadership, such as democratic leadership, emphasize people's growth while others, like bureaucratic leadership, are focused on existing structures and hierarchies. However, a charismatic leader can influence people in ways that other leaders can only dream of.

# data[].attributes.body
http://globalleadershipfoundation.com/geit/eitest.html

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

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

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

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

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

# data[].attributes.attachment_link.title
Emotional Intelligence Test - Global Leadership Foundation

# data[].attributes.attachment_link.description
Free emotional intelligence test developed by Global Leadership Foundation