# data[].attributes.attachment_link.readable_text
Austin ISD Strategic Plan 2020-25

Strategic planning is one of the tools Austin ISD uses to provide the district with focus and direction, and to maintain our forward momentum. As the district begins to develop the Strategic Plan 2020-25, we will work to ensure that the elements are innovative and inclusive, and are created to ensure high-quality learning environments for all students throughout the district.

Elements of the Plan

The AISD Strategic Plan 2020-25 will consist of several components.

Framework

The framework provides high-level strategic direction-the "whats" of the strategic plan. The AISD Board of Trustees has approved the framework which includes (the entirety of the framework is provided below):

Scorecard

The purpose of the scorecard is to provide a tool to assess strategic plan progress. The board is currently working on the 2020-2021 scorecard, which will include:

Performance indicators

Targets

Actual performance data

2020-21 Scorecard 2021-22 Scorecard
Action Plan

The purpose of the action plan is to implement the framework-the "hows" of the strategic plan. It is the responsibility of the superintendent, and will include:

Strategies

Action steps

Strategic plan alignments

Monitoring plan

Equity Action Plan

The 2021 Austin ISD Equity Action Plan will inform the district's overall Strategic Plan 2020-25. The Equity Action Plan is available in English, Arabic, Burmese, Dari, Kinyarwanda, Pashto, Spanish, Swahili and Vietnamese.

Regulatory Appendices

Texas Education Code requires that every school district in the state have a District Improvement Plan. However, AISD's policy AE (Local) requires the district to have a strategic plan. In order not to have two plans that accomplish essentially the same purpose, AISD has chosen to have a strategic plan that also satisfies state DIP requirements. The purpose of the appendices is to provide various other components required for DIPs.

The appendices are the responsibility of the superintendent. They include:

Resources

These resources are expected to grow as the process progresses.

Announcements & Additional Information
Looking to the Future: AISD to Host Strategic Plan Listening Session
Austin ISD Strategic Framework 2020-2025

We prepare every student with the knowledge and skills to thrive in college, career, and life.

We are Austin's home for inclusive learning: high expectations for all children, high outcomes for every student.

In our interactions with students, families, community stakeholders and each other, we commit to:

Caring for every child to be healthy, safe, engaged, supported, and challenged.

Educational equity, to ensure every child receives what is needed to develop to their full potential.

Innovation and academic excellence to inspire the next generation of leaders, civically engaged citizens, creative and critical thinkers, and lifelong learners.

Valuing diversity, inclusion and meaningful engagement of all voices as we collaborate to improve the common good.

A culture of respect, transparency, and data-informed decision making to build trusting relationships with each other and those we serve.

Engaging our employees and inviting their collaboration to make AISD a great place to work.

Aligning resources to student needs, to be strategic stewards of financial and human capacities to achieve our vision and mission.

AISD: Every Child, Every Day

# data[].attributes.attachment_link.description
Austin ISD Strategic Plan 2020-25 Strategic planning is one of the tools Austin ISD uses to provide the district with focus and direction, and to maintain our forward momentum. As the district begins to develop the Strategic Plan 2020-25, we will work to ensure that the elements are innovative and inclusive, and are created to ensure high-quality learning environments for all students throughout the district.

# data[].attributes.attachment_link.readable_text
Capital of Texas Counseling Association (CTCA) is here to serve you! CTCA is one of (5) chapters in our region (Region V) of the Texas Counseling Association. The association is organized and governed in accordance with the bylaws of the Texas Counseling Association. Capital of Texas Counseling Association (CTCA) encompasses Travis, Hays, Burnet, and Williamson counties. The purpose of the association is to serve as a personal and professional growth avenue for its members. The association also strives to improve the quality of counseling services in this area, promote communication among members of the association, and to elevate the standards of the counseling profession.

# data[].attributes.attachment_link.title
Home - Capital of Texas Counseling Association

# data[].attributes.attachment_link.description
Capital of Texas Counseling Association (CTCA) is here to serve you! CTCA is one of (5) chapters in our region (Region V) of the Texas Counseling Association. The association is organized and governed in accordance with the bylaws of the Texas Counseling Association. Capital of Texas Counseling Association (CTCA) encompasses Travis, Hays, Burnet, and Williamson counties.

# data[].attributes.attachment_link.description
Privacy Policy and Cookie Disclosure Notice, and ConsentThis site uses cookies to enhance user experience. By using our website you agree to our Policy. Learn more.

# data[].attributes.attachment_link.readable_text
Four sets of school counseling standards define the school counseling profession. These standards help school counselors develop, implement and assess their school counseling program to improve student outcomes.

# data[].attributes.attachment_link.title
Home - American School Counselor Association (ASCA)

# data[].attributes.attachment_link.description
Four sets of school counseling standards define the school counseling profession. These standards help school counselors develop, implement and assess their school counseling program to improve student outcomes.

# 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

# data[].attributes.attachment_link.readable_text
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."

# data[].attributes.attachment_link.description
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.

# data[].attributes.attachment_caption
Books for School Counselors to Read Over the Summer

# data[].attributes.attachment_link.readable_text
Yay! Summer is officially here!!!

One of my favorite things to do (besides spending time with my family) is getting caught up on my reading. I read all kinds of genres, but I really like to read about all things counseling. It energizes me and helps expand my creativity.

Confession: I'm a book hoarder. I have piles upon piles of books - not counting my floor-to-ceiling bookcases.

I plan on sharing my thoughts and ideas on the books I read right here on The Helpful Counselor, but you can also follow my progress on Goodreads and on the Counselor Book Club group on Facebook.

101 Solutions for School Counselors and Leaders in Challenging Times
What's Under Your Cape 101 Solutions for School Counselors and Leaders in Challenging Times Cyber Kids, Cyber Bullying, Cyber Balance How Children Succeed Restorative Practices Handbook The Leader In Me 7 Habits of Highly Effective Teens 7 Habits of Highly Effective Families 7 Habits of Happy Kids 7 Habits of Happy Kids - Book Collection
Looking for more good books to read? Check out some of my other recommendations: 10 Great Books that Can Help an Angry Child, 29 Books to End Bullying, and Four Great Books About Manners.

Anyone care to join me? Have you read any good counseling books lately?

# data[].attributes.attachment_link.title
Books for School Counselors to Read Over the Summer

# data[].attributes.attachment_link.description
Yay! Summer is officially here!!! One of my favorite things to do (besides spending time with my family) is getting caught up on my reading. I read all kinds of genres, but I really like to read about all things counseling. It energizes me and helps expand my creativity.

# data[].attributes.body
A fast past entertaining read that explores WHY, HOW and WHAT.

# data[].attributes.attachment_link.readable_text
$28.95

In 2009, Simon Sinek started a movement to help people become more inspired at work, and in turn inspire their colleagues and customers. Since then, millions have been touched by the power of his ideas, including more than 28 million who've watched his TED Talk based on Start With Why- the third most popular TED video of all time.

People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it.

Start With Why shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way - and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.

Simon's autograph comes on a removable bookplate that is mounted on the inside front cover.

ISBN: 9782924412688

Out of stock

Booksellers

Description

Description

People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it.

Start With Why shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way -- and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.

Additional Information

Weight: 14 oz

Dimensions: 8.5 × 5.5 × 1 in

Language:
English

Pages:
256

Publisher:
Portfolio

ISBN-13:
978-1591846444

# data[].attributes.attachment_link.description
28.95 In 2009, Simon Sinek started a movement to help people become more inspired at work, and in turn inspire their colleagues and customers. Since then, millions have been touched by the power of his ideas, including more than 28 million who've watched his TED Talk based on Start With Why- the third most popular TED video of all time.

# data[].attributes.attachment_caption
35 Professional Development Books For School Counselors - Counselor Chelsey | Simple School Counseling Ideas

# data[].attributes.attachment_link.provider_name
Counselor Chelsey | Simple School Counseling Ideas

# data[].attributes.attachment_link.readable_text
Reading is a great way to expand our knowledge and grow as counselors. This list includes 35 professional development books for school counselors that myself and our fellow counselors have found helpful and informative. They cover a range of topics like behavior, trauma, school community, and more. These books are great to pick up for summer reading, to use in a school book club with your colleagues, or just to learn more about a topic of interest.

# data[].attributes.attachment_link.title
35 Professional Development Books For School Counselors - Counselor Chelsey | Simple School Counseling Ideas

# data[].attributes.attachment_link.description
Use these 35 professional development books for school counselors to learn and grow in your practice. They are great for school counselors looking for summer reading, interested in learning more, or even starting a school book club with colleagues. These 35 books cover topics like trauma, mental hea

# data[].attributes.attachment_link.readable_text
Join us as we share practical tips for school counselors, social emotional learning strategies, and technology that will enhance your counseling program. We are 2 school counselors who love our jobs, and we happen to have southern accents, bless our hearts.
anchor.fm/counselor-accents
1.8K ⋅ 75 ⋅ 3 episodes / month ⋅ Avg Length 57 min ⋅ Jan 2020

School Counseling Simplified is a podcast offering easy to implement strategies for busy school counselors. The host, Rachel Davis from Bright Futures Counseling, shares tips and tricks she has learned from her years of experience as a school counselor both in the US and at an international school in Costa Rica.
brightfutures-counseling.com..
2.7K ⋅ 1 episode / week ⋅ Avg Length 16 min ⋅ Oct 2020

Zionsville, Indiana, US
Inspire Success hosts this weekly podcast of encouraging short stories from school counselors about school counseling. The free 5-10 minute podcasts will air weekly with heartening short stories as well as practical tips from school counselors to make your workweek a bit lighter.
podcast.inspiresuccess.org
60 ⋅ 19 ⋅ 1 episode / week ⋅ Avg Length 6 min ⋅ Jul 2020

Georgia
We will be Discussing the issues and tips for school counselors in the ever changing landscape of school counseling.
anchor.fm/fabion-vicks
223 ⋅ 819 ⋅ 1 episode / month ⋅ Avg Length 46 min ⋅ Jun 2019

Ohio, US
Culturally-informed real talk about counseling students, our role in education, the state of counseling & education, and wellness. Hosted by two school counselors, working in different districts. For fellow school counselors, teachers, principals, educators, & parents/guardians.
anchor.fm/2-school-counselors
232 ⋅ 1 episode / month ⋅ Avg Length 37 min ⋅ Dec 2019

Manassas, Virginia, US
The Colgan High School (Manassas, VA) School Counseling Department's very own podcast - a space where counselors, educators, and students come together to discuss the issues facing today's high school student.
anchor.fm/colgancounselor
2.1K ⋅ 176 ⋅ 1 episode / week ⋅ Avg Length 18 min ⋅ Apr 2020

Alexandria, Virginia, US
Hosted by the American School Counseling Association, 'I Hear You Say' is a podcast for school counselors and other leaders in education. Tune in for conversations on school counseling hot topics and practical tips, legal and ethical considerations, and other themes relevant to school counselors.
videos.schoolcounselor.org/c..
57.3K ⋅ 38.4K ⋅ 1 episode / month ⋅ May 2018

Colorado, US
How Are You Doing Today? is five high school counselors connecting students and their families with college, career, and mental health experts and all the pieces of what makes a life whole. If you enjoyed this podcast, please subscribe and consider sharing it with family and friends. If you would like to be a guest on the How Are You Doing Today?
anchor.fm/mhscounselors
933 ⋅ 743 ⋅ 2 episodes / week ⋅ Avg Length 25 min ⋅ Apr 2021

Hampton, Virginia, US
The VSCA Professional Development team is excited to offer a series of podcasts to provide support and encouragement to counselors. Hosted by Karla Allen From the third floor.
vsca.wildapricot.org/Events
2.9K ⋅ 4.3K ⋅ 1 episode / day ⋅ Avg Length 47 min ⋅ Jan 2019

Round Rock, Texas, US
Ms.Cantu and Mrs. Wahrer welcomes you to School Counselors Podcast!
anchor.fm/prmscounseling
1.1K ⋅ 649 ⋅ 4 episodes / quarter ⋅ Avg Length 8 min ⋅ Sep 2020

Winston-Salem, North Carolina, US
A series of podcasts exploring the Wake Forest Counseling MA Program and the field of counseling as a whole.
soundcloud.com/user-832440965
1.3K ⋅ 371 ⋅ 6 episodes / year ⋅ Avg Length 34 min ⋅ Jun 2017

Round Rock, Texas, US
Welcome to our Counselors Podcast! Round Rock ISD will provide exemplary education, guidance, and encouragement to empower all students to reach their individual potential and become contributing members of a diverse community.
anchor.fm/cevms-counselors
1.3K ⋅ 547 ⋅ 2 episodes / year ⋅ Avg Length 19 min ⋅ Oct 2019

Florida, US
A podcast by trained school counselor turned academic coach, Marni Pasch. Each week, we discuss topics relating to struggling students and education. Guests include teachers, counselors, parents, and anyone interested in advocating for struggling students.
teampasch.com/podcast
512 ⋅ 27 ⋅ Sep 2018

Pittsburgh, Pennsylvania, US
The Cutting Edge Conversation: a podcast for school counselors. Bringing productivity, innovation, self-care, and connection to school counselors who care! Each episode, we bring on a guest school counselor to share tips, tricks, hacks, and real talk. We hope to bring you productivity, joy, self-care, and connection.
cuttingedgeschoolcounseling...
598 ⋅ 749 ⋅ Feb 2018

Dublin, Ohio, US
Join Amanda Callen (trained School Counselor with a background in grief support, on her way to earning her Marriage and Family Therapy degree) as she engages in casual conversations with others in areas that are important to making ourselves, hence our world, a better place.
the-therapist-in-training.li..
Aug 2020

San Diego, California, US
We share school counselor experiences using data to improve programs, practices and the profession of school counseling!
hatchingresults.com/podcasts
1.5K ⋅ 1.9K ⋅ Nov 2016

Ever wanted to speak with a counselor for five minutes but just never found the time? The time has come. Tejas Counselor will take you into the world of school counseling in a daily five-minute podcast.
anchor.fm/tejas-counselor
1.6K ⋅ Jun 2018

Hello and welcome to Navigating High School, a podcast where I share my experience as a high school counselor and interview other experts in the education field who will share their advice to help your child succeed in high school and be college or career ready.
navigatinghighschool.com/pod..
2 episodes / year ⋅ Avg Length 38 min ⋅ Oct 2020

Palmdale, California, US
Join in on the KHS Counselors conversations on all things High School.
feeds.buzzsprout.com/1244171
1.4K ⋅ 3 episodes / year ⋅ Avg Length 10 min ⋅ Aug 2020

Kerkhoven, Minnesota, US
KMS School Counselor Mrs. Carlson
anchor.fm/hannah-carlson4
Mar 2020

Chicago, Illinois, US
Counselors' Corner is a monthly podcast brought to you by the school counselors at Alphonsus Academy & Center for the Arts in Chicago, IL
anchor.fm/alphonsus-academy9
964 ⋅ Oct 2019

School counselor with mental health background using professional and personal knowledge to educate and inspire.
anchor.fm/jennifer-lance
May 2020

# data[].attributes.attachment_link.title
Best 25 School Counselor Podcasts You Must Follow in 2021

# data[].attributes.attachment_link.description
Join us as we share practical tips for school counselors, social emotional learning strategies, and technology that will enhance your counseling program. We are 2 school counselors who love our jobs, and we happen to have southern accents, bless our hearts.

# data[].attributes.attachment_link.readable_text
Bosses and HR execs are now catching on to the critical link between great leadership and healthy work cultures. And research says it all comes down to six servant-leadership behaviors.

Culture is a hot business topic in 2016. More execs and HR leaders are connecting the dots on how an ecosystem of commonly held values, beliefs, and work behaviors drives engagement, innovation, and performance.

Or how the opposite -- a toxic work culture -- is actually bad for your bottom line, according to a recent study by Harvard University.

Yet culture doesn't just happen. It takes visionary leadership to first figure out "who do we want to be when we grow up?" and later ask, " who are the right people we need to hire that align with our cultural values?" And hopefully never forget, "how do we keep them from leaving us?"

These are tough leadership questions that can make or break your business.

Since the topic of leadership is so vast, we need to narrow things down to a simple framework that works practically and can be replicated.

In 15 years of coaching and consulting, I've found one that works. It can literally transform culture, whether you're a startup in fast-growth mode or an established company cleaning house. It's based on the seminal research of Dr. Jim Laub, founder of OLAGroup. Out of a mountain of data, Laub dug up six key leadership behaviors that, when actively demonstrated up, down, and across levels, can lead to a great culture.

The foundation to not fail as a leader.

The profound behaviors discussed below originated from what is arguably the most successful leadership philosophy in the universe: Servant Leadership.

If you're new to the idea, Servant-Leaders are people-centric, not egocentric. Their winning formula is to serve by shining the spotlight on others.

Adam Grant, author of Give and Take, calls such leaders "other-centric," meaning they give more than they take, hence, they "serve others" first.

The Washington Post says, "employees in these companies have high emotional engagement, loyalty and productivity, and outperform the competition daily."

This is not soft-skills, pushover nonsense; Servant-Leaders command a much higher level of trust from their tribe, and over time, according to Grant, are much more successful.

Howard Schultz, chief executive of Starbucks, wrote an inspiring op-ed in the The New York Times even calling for a Servant-Leader to be our next president (while quickly dismissing any rumors he would be running).

Today, scores of successful companies embrace the practice of Servant-Leadership, including some that have made Fortune magazine's 100 List of Best Companies to Work For over the years.

Startup founders are also catching on to the competitive advantage of putting people ahead of profits. Christopher Myers, co-founder and CEO at BodeTree, writes in Forbes:

"Too many founders look at their business purely in economic terms, with the investor mentality to capitalize on efficiencies and cash out. This leads to harsh and dictatorial leadership styles where the primary goal is personal enrichment."

"True CEOs, however, realize how damaging and ineffective that approach can be. Instead, they strive to deliver economic and social benefits through servant leadership."

The six best behaviors to not fail as a leader.

Dr. Laub's work has been tested with over 1200 organizations, and continues to be at the forefront of research to answer the question "why do leadership structures fail so often?"

The answer lies in the six key areas of effective organizational leadership:

1. Leaders will not fail if they display authenticity:

2. Leaders will not fail if they value others:

By believing and trusting in people.

By maintaining a high view of people, and showing respect and dignity.

By putting others first before self.

By listening -- receptive, nonjudgmental listening.

3. Leaders will not fail if they develop people:

By providing for learning and growth.

By developing potential.

By modeling.

By encouraging.

4. Leaders will not fail if they provide leadership:

By envisioning the future.

By using intuition and foresight to direct the organization.

By taking initiative and moving out ahead.

By clarifying goals and expectations -- understanding what it takes to get to the vision.

5. Leaders will not fail if they share leadership:

By sharing power and empowering others.

By sharing status in relation to position, honor, and self-promotion.

By using persuasion to influence others instead of coercion.

By pushing authority down.

6. Leaders will not fail if they build community:

By enhancing relationships and relating well to others.

By promoting a sense of belonging and connection for all team members.

By working collaboratively, emphasizing teamwork.

By valuing the differences of others -- differing gifts, cultures, personalities, and viewpoints.

While the formula for success has been laid out, the competitive edge goes to those committed to continuous learning and development.

But beware of "leadership training," as it is rarely, if ever, effective. These behaviors can only be permanently ingrained if new neural pathways in the brain are created through long-term coaching, mentoring, and developing leaders.

Leave a comment, subscribe below, or hit me up on Twitter if you have any questions about Servant-Leadership, or the research cited. I'd love to hear from you.

Culture is a hot business topic in 2016. More execs and HR leaders are connecting the dots on how an ecosystem of commonly held values, beliefs, and work behaviors drives engagement, innovation, and performance.

Or how the opposite -- a toxic work culture -- is actually bad for your bottom line, according to a recent study by Harvard University.

Yet culture doesn't just happen. It takes visionary leadership to first figure out "who do we want to be when we grow up?" and later ask, " who are the right people we need to hire that align with our cultural values?" And hopefully never forget, "how do we keep them from leaving us?"

These are tough leadership questions that can make or break your business.

Since the topic of leadership is so vast, we need to narrow things down to a simple framework that works practically and can be replicated.

In 15 years of coaching and consulting, I've found one that works. It can literally transform culture, whether you're a startup in fast-growth mode or an established company cleaning house. It's based on the seminal research of Dr. Jim Laub, founder of OLAGroup. Out of a mountain of data, Laub dug up six key leadership behaviors that, when actively demonstrated up, down, and across levels, can lead to a great culture.

The profound behaviors discussed below originated from what is arguably the most successful leadership philosophy in the universe: Servant Leadership.

If you're new to the idea, Servant-Leaders are people-centric, not egocentric. Their winning formula is to serve by shining the spotlight on others.

Adam Grant, author of Give and Take, calls such leaders "other-centric," meaning they give more than they take, hence, they "serve others" first.

The Washington Post says, "employees in these companies have high emotional engagement, loyalty and productivity, and outperform the competition daily."

This is not soft-skills, pushover nonsense; Servant-Leaders command a much higher level of trust from their tribe, and over time, according to Grant, are much more successful.

Howard Schultz, chief executive of Starbucks, wrote an inspiring op-ed in the The New York Times even calling for a Servant-Leader to be our next president (while quickly dismissing any rumors he would be running).

Today, scores of successful companies embrace the practice of Servant-Leadership, including some that have made Fortune magazine's 100 List of Best Companies to Work For over the years.

Startup founders are also catching on to the competitive advantage of putting people ahead of profits. Christopher Myers, co-founder and CEO at BodeTree, writes in Forbes:

"Too many founders look at their business purely in economic terms, with the investor mentality to capitalize on efficiencies and cash out. This leads to harsh and dictatorial leadership styles where the primary goal is personal enrichment."

"True CEOs, however, realize how damaging and ineffective that approach can be. Instead, they strive to deliver economic and social benefits through servant leadership."

Dr. Laub's work has been tested with over 1200 organizations, and continues to be at the forefront of research to answer the question "why do leadership structures fail so often?"

The answer lies in the six key areas of effective organizational leadership:

By believing and trusting in people.

By maintaining a high view of people, and showing respect and dignity.

By putting others first before self.

By listening -- receptive, nonjudgmental listening.

By providing for learning and growth.

By developing potential.

By modeling.

By encouraging.

By envisioning the future.

By using intuition and foresight to direct the organization.

By taking initiative and moving out ahead.

By clarifying goals and expectations -- understanding what it takes to get to the vision.

By sharing power and empowering others.

By sharing status in relation to position, honor, and self-promotion.

By using persuasion to influence others instead of coercion.

By pushing authority down.

By enhancing relationships and relating well to others.

By promoting a sense of belonging and connection for all team members.

By working collaboratively, emphasizing teamwork.

By valuing the differences of others -- differing gifts, cultures, personalities, and viewpoints.

While the formula for success has been laid out, the competitive edge goes to those committed to continuous learning and development.

But beware of "leadership training," as it is rarely, if ever, effective. These behaviors can only be permanently ingrained if new neural pathways in the brain are created through long-term coaching, mentoring, and developing leaders.

Leave a comment, subscribe below, or hit me up on Twitter if you have any questions about Servant-Leadership, or the research cited. I'd love to hear from you.

# data[].attributes.attachment_link.title
The Truth About Why So Many Leaders Fail, and What Science Says You Need

# data[].attributes.attachment_link.description
Bosses and HR execs are now catching on to the critical link between great leadership and healthy work cultures. And research says it all comes down to six servant-leadership behaviors. Culture is a hot business topic in 2016.

# data[].attributes.attachment_link.readable_text
In all my research to find the most remarkable leadership style that impacts both people and profit, I have concluded that nothing can match "servant leadership."

If you're new to this idea, the idea is not new to the business world. Robert Greenleaf popularized the term in 1970 when he wrote his famous essay, The Servant as Leader, in which he stated,

"The servant-leader is servant first... It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. The difference manifests itself in the care taken by the servant-first to make sure that other people's highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?"

That's a hard leadership act to follow. And one, I have found, that can transform organizations from the inside-out. And yet, to my dismay, people in management are quick to push-back for all the wrong reasons.

The Most Common (and Dead Wrong) Misconceptions About Servant Leadership

I have also found that many people -- decision makers and high-level HR folk -- have already formed their opinions on the words "servant leadership" and will not buy-in no matter the evidence supporting it. There is much misunderstanding and confusion about what a 'servant leader' actually is and does. That perhaps:

Servant leaders are doormats. That they're push overs for employees to take advantage of them.

Servant leaders are "nice" bosses that spend all day walking the halls with a fixed smile, taking orders from employees who will eventually expect it and feel entitled to it.

Servant leaders are subservient -- slaves to their environment -- hence, submissive, passive, and unassertive.

Servant leaders are weak leaders (or soft) because they want to serve. Therefore, they can't handle tough situations or work bullies, or deal with high pressure or conflict.

Servant leadership is a religious concept, and therefore, it has no place in the corporate setting.

10 Convincing Reasons to Consider Servant Leadership

While this article is not about what servant leadership is by definition (a Google search will land you in all the right places to begin your immersion), my goal here is to demonstrate to decision makers why they should invest in developing their leadership teams or shape their work culture with this approach, based on empirical evidence.

Reason No. 1: Organizational effectiveness is high.

Dr. Robert Liden, Professor of Management at the University of Illinois at Chicago (UIC), has conducted many studies on the topic that links servant leadership to building strong teams and collaboration. Here's Dr. Liden discussing servant leadership's impact on job performance.

Reason No. 2: Servant leadership pumps up the team with confidence, which leads to high-performance.

Published in the Journal of Applied Psychology (2011), Jia Hu & Dr. Liden studied 304 employees representing 71 teams in 5 banks.

They concluded that servant leaders facilitate team confidence, affirming the strengths and potential of the team and providing development support.

The interesting thing here? While servant leaders are great at setting clear goals that leads to high team performance, the teams that did not have a servant leader had lower performance the clearer their goals!

Reason No. 3: Servant leadership leads to more helping and creative employees.

Employees of servant leaders are more helping and creative than those working with leaders who scored lower on servant leadership.

Source: Neubert, Kacmar, Carlson, Chonko, & Roberts, Journal of Applied Psychology, 2008.

Reason No. 4: Cleveland Clinic study.

In 2008, the Cleveland Clinic significantly increased employee engagement and overall patient satisfaction by "hardwiring" servant leadership into the culture.

Results were measured by the Gallup Q¹² survey, and patient satisfaction by the federal HCAHPS survey.

Reason No. 5: Greater job satisfaction.

In a study at a five-hospital system with 17 departments, 253 nurses who perceived that their nurse managers had a higher servant leadership orientation demonstrated significantly greater job satisfaction.

Source: Jenkins & Stewart, " The importance of a servant leader orientation," Health Care Management Review, 2010

Reason No. 6: The Jason's Deli Study.

The research reveals when bosses act as servants to their employees, it's good for business. Measurable increases in key business metrics like job performance (6 percent), customer service (8 percent) and employee retention (50 percent) were observed.

Research co-author Sandy Wayne, Ph.D., explains the benefits of Servant Leadership as much more than a nice thing to do for your employees; it's good for the bottom line. [video length: 0:44]

Reason No. 7: Because these successful organizations operate as servant leadership cultures.

Research has identified these high-performing and profitable organizations as being servant-led:

Chick-fil-A

Home Depot

U.S. Marine Corps

UPS

Ritz Carlton

Room & Board

Whole Foods

Starbucks

Southwest Airlines

Levy Restaurants

San Antonio Spurs

TSYS

Reason No. 8: The incredible turnaround of Popeye's Louisiana Kitchen.

Popeye's Louisiana Kitchen, a global restaurant chain, has an incredible story documented in their CEO's latest book, Dare to Serve, where Cheryl Bachelder talks about how they went from being a company on the brink of disaster to one experiencing tremendous growth by every measure including profitability, expansion and customer satisfaction, all because the leaders decided to flip a switch, and become intentional servant-leaders.

Here's Bachelder at the 2013 Servant Leadership Institute Winter Conference Panel explaining, rather humorously, how financial performance stems from a servant leadership culture. [video length: 1:14]

Reason No. 9: Datron World Communication

In 2004, Art Barter, head of Datron World Communications, purchased the company for $10 million and turned it into a $200 million company in just five years by inverting it from a traditional model of leadership to a servant leadership model.

In this 2014 video clip (you'll want to fast forward to 4:00 for the hard numbers), Ben Lichtenwalner, editor of Modern Servant Leader interviews Barter about Datron's incredible transformation. You can also find Datron's story of success in the book, The Art of Servant Leadership.

Reason No. 10: Servant leadership companies outperformed Good to Great companies!

Researchers compared the companies made famous by Jim Collin's seminal classic, Good to Great, with companies that have been applying servant leadership principles.

The research was based on the metrics Collins used to evaluate the financial performance of his eleven publicly traded "good to great" companies. They are: Fannie Mae, Circuit City, Nucor, Kroger, Walgreens, Wells Fargo, Altria Group, Gillette, Pitney Bowes, Kimberly Clark, Abbott Laboratories.

Those companies were compared with eleven publicly-traded companies that are frequently cited in the literature as having servant leadership cultures:

Toro Company

Southwest Airlines

Starbucks

AFLAC

Men's Wearhouse

Synovus Financial

Herman Miller

ServiceMasters

Marriott International

FedEx

Medtronic

The comparison focused on the ten-year period ending in 2005. Researchers found that during those years, stocks from the five hundred largest public companies (i.e., Standard & Poors 500) averaged a 10.8 percent pre-tax portfolio return.

The eleven companies studies by Collins averaged a 17.5 percent return. However, the servant-led companies' returns averaged 24.2 percent! This concluded that servant-led companies are even "better than great."

Source: You can find this study published in James Sipe and Don Frick's book, Seven Pillars of Servant Leadership: Practicing the Wisdom of Leading by Serving (Paulist Press, 2009)

My Closing Thoughts

Angela Ahrendts, senior vice president of retail and online stores at at Apple, said it best with this quote:

"Everyone talks about building a relationship with your customer. I think you build one with your employees first."

I close with a question: How you have demonstrated servant leadership traits that has translated to your own success?

In all my research to find the most remarkable leadership style that impacts both people and profit, I have concluded that nothing can match "servant leadership."

If you're new to this idea, the idea is not new to the business world. Robert Greenleaf popularized the term in 1970 when he wrote his famous essay, The Servant as Leader, in which he stated,

"The servant-leader is servant first... It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. The difference manifests itself in the care taken by the servant-first to make sure that other people's highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?"

That's a hard leadership act to follow. And one, I have found, that can transform organizations from the inside-out. And yet, to my dismay, people in management are quick to push-back for all the wrong reasons.

I have also found that many people -- decision makers and high-level HR folk -- have already formed their opinions on the words "servant leadership" and will not buy-in no matter the evidence supporting it. There is much misunderstanding and confusion about what a 'servant leader' actually is and does. That perhaps:

Servant leaders are doormats. That they're push overs for employees to take advantage of them.

Servant leaders are "nice" bosses that spend all day walking the halls with a fixed smile, taking orders from employees who will eventually expect it and feel entitled to it.

Servant leaders are subservient -- slaves to their environment -- hence, submissive, passive, and unassertive.

Servant leaders are weak leaders (or soft) because they want to serve. Therefore, they can't handle tough situations or work bullies, or deal with high pressure or conflict.

Servant leadership is a religious concept, and therefore, it has no place in the corporate setting.

While this article is not about what servant leadership is by definition (a Google search will land you in all the right places to begin your immersion), my goal here is to demonstrate to decision makers why they should invest in developing their leadership teams or shape their work culture with this approach, based on empirical evidence.

Reason No. 1: Organizational effectiveness is high.

Dr. Robert Liden, Professor of Management at the University of Illinois at Chicago (UIC), has conducted many studies on the topic that links servant leadership to building strong teams and collaboration. Here's Dr. Liden discussing servant leadership's impact on job performance.

Reason No. 2: Servant leadership pumps up the team with confidence, which leads to high-performance.

Published in the Journal of Applied Psychology (2011), Jia Hu & Dr. Liden studied 304 employees representing 71 teams in 5 banks.

They concluded that servant leaders facilitate team confidence, affirming the strengths and potential of the team and providing development support.

The interesting thing here? While servant leaders are great at setting clear goals that leads to high team performance, the teams that did not have a servant leader had lower performance the clearer their goals!

Reason No. 3: Servant leadership leads to more helping and creative employees.

Employees of servant leaders are more helping and creative than those working with leaders who scored lower on servant leadership.

Source: Neubert, Kacmar, Carlson, Chonko, & Roberts, Journal of Applied Psychology, 2008.

Reason No. 4: Cleveland Clinic study.

In 2008, the Cleveland Clinic significantly increased employee engagement and overall patient satisfaction by "hardwiring" servant leadership into the culture.

Results were measured by the Gallup Q¹² survey, and patient satisfaction by the federal HCAHPS survey.

Reason No. 5: Greater job satisfaction.

In a study at a five-hospital system with 17 departments, 253 nurses who perceived that their nurse managers had a higher servant leadership orientation demonstrated significantly greater job satisfaction.

Source: Jenkins & Stewart, " The importance of a servant leader orientation," Health Care Management Review, 2010

Reason No. 6: The Jason's Deli Study.

The research reveals when bosses act as servants to their employees, it's good for business. Measurable increases in key business metrics like job performance (6 percent), customer service (8 percent) and employee retention (50 percent) were observed.

Research co-author Sandy Wayne, Ph.D., explains the benefits of Servant Leadership as much more than a nice thing to do for your employees; it's good for the bottom line. [video length: 0:44]

Reason No. 7: Because these successful organizations operate as servant leadership cultures.

Research has identified these high-performing and profitable organizations as being servant-led:

Chick-fil-A

Home Depot

U.S. Marine Corps

UPS

Ritz Carlton

Room & Board

Whole Foods

Starbucks

Southwest Airlines

Levy Restaurants

San Antonio Spurs

TSYS

Reason No. 8: The incredible turnaround of Popeye's Louisiana Kitchen.

Popeye's Louisiana Kitchen, a global restaurant chain, has an incredible story documented in their CEO's latest book, Dare to Serve, where Cheryl Bachelder talks about how they went from being a company on the brink of disaster to one experiencing tremendous growth by every measure including profitability, expansion and customer satisfaction, all because the leaders decided to flip a switch, and become intentional servant-leaders.

Here's Bachelder at the 2013 Servant Leadership Institute Winter Conference Panel explaining, rather humorously, how financial performance stems from a servant leadership culture. [video length: 1:14]

Reason No. 9: Datron World Communication

In 2004, Art Barter, head of Datron World Communications, purchased the company for $10 million and turned it into a $200 million company in just five years by inverting it from a traditional model of leadership to a servant leadership model.

In this 2014 video clip (you'll want to fast forward to 4:00 for the hard numbers), Ben Lichtenwalner, editor of Modern Servant Leader interviews Barter about Datron's incredible transformation. You can also find Datron's story of success in the book, The Art of Servant Leadership.

Reason No. 10: Servant leadership companies outperformed Good to Great companies!

Researchers compared the companies made famous by Jim Collin's seminal classic, Good to Great, with companies that have been applying servant leadership principles.

The research was based on the metrics Collins used to evaluate the financial performance of his eleven publicly traded "good to great" companies. They are: Fannie Mae, Circuit City, Nucor, Kroger, Walgreens, Wells Fargo, Altria Group, Gillette, Pitney Bowes, Kimberly Clark, Abbott Laboratories.

Those companies were compared with eleven publicly-traded companies that are frequently cited in the literature as having servant leadership cultures:

Toro Company

Southwest Airlines

Starbucks

AFLAC

Men's Wearhouse

Synovus Financial

Herman Miller

ServiceMasters

Marriott International

FedEx

Medtronic

The comparison focused on the ten-year period ending in 2005. Researchers found that during those years, stocks from the five hundred largest public companies (i.e., Standard & Poors 500) averaged a 10.8 percent pre-tax portfolio return.

The eleven companies studies by Collins averaged a 17.5 percent return. However, the servant-led companies' returns averaged 24.2 percent! This concluded that servant-led companies are even "better than great."

Source: You can find this study published in James Sipe and Don Frick's book, Seven Pillars of Servant Leadership: Practicing the Wisdom of Leading by Serving (Paulist Press, 2009)

My Closing Thoughts

Angela Ahrendts, senior vice president of retail and online stores at at Apple, said it best with this quote:

"Everyone talks about building a relationship with your customer. I think you build one with your employees first."

I close with a question: How you have demonstrated servant leadership traits that has translated to your own success?

# data[].attributes.attachment_link.title
10 Compelling Reasons Servant Leadership May Be the Best, Says Science | Inc.com

# data[].attributes.attachment_link.description
In all my research to find the most remarkable leadership style that impacts both people and profit, I have concluded that nothing can match "servant leadership." If you're new to this idea, the idea is not new to the business world.

# data[].attributes.attachment_link.readable_text
Effective people management is key to running a successful organization. Successfully managing teams of individuals often requires more than corporate training and development courses. In fact, most who take on leadership roles develop their style of leadership based on their own experiences and personalities.

"The great leader is seen as servant first ..."
- Robert K. Greenleaf

It's common for those newly placed in management positions to try to work out what kind of leadership style they embody in order to try and identify areas of improvement and take tips from other successful leadership styles.

In this article, we'll focus on servant leadership. Servant leadership is a style of management ruled by a people-first mindset. This type of leadership style focuses on employee satisfaction, with the intention of attaining better business results. We'll go through common characteristics of the servant leadership approach to help you determine whether this employee management style suits you and your organization.

Overview: What is servant leadership?

Servant leadership theory was first explored by Robert K. Greenleaf in his 1970 essay, "The Servant as Leader."

In this essay, Greenleaf explains that servant leaders are those who put the needs of their team members first. It's the very idea that leaders serve their teams rather than lead, which is a direct contrast to traditional manager/employee relationships in which employees are expected to serve and be led by senior management.

The theory of servant leadership turns the idea of traditional workplace leadership on its head. Servant leaders are focused on empowering and uplifting those who work for them rather than commanding them from a position of power and authority.

The concept of servant leadership also aims to increase retention rates and avoid common progressive discipline tactics by creating a healthy workplace where employees are satisfied and motivated.

The 10 most important characteristics of servant leaders

Not every servant leader has the same personality, but there are a few key attributes that most will embody. Here are 10 key servant leader characteristics.

1. Empathy

Servant leaders work to understand and empathize with others. Being aware of and trying to understand how others feel and what their concerns and needs are - even though they might not feel the same way - is a key attribute of a servant leader. Evaluating situations from another's perspective is important as it helps to build trust within a manager-employee relationship.

2. Humility

Humble servant leaders do not promote themselves but work to put their teams first. They'll also treat everyone the same, regardless of their seniority, role, or title. Their humility means that they're able to recognize their own weaknesses and see them as an opportunity for their own growth and also the growth of the people they manage.

3. Self-awareness

Self-awareness demonstrates a higher level of emotional intelligence, which is a key leadership skill. While power-oriented leaders tend to ignore their shortcomings, servant leaders are aware of their strengths and weaknesses and also how their decisions or behavior might affect or appear to their team.

4. Emotional intelligence

Similar to the self-awareness attribute of servant leaders, emotional intelligence means that they can understand not only their own emotions but the emotions of their team members and how those emotions motivate and drive behavior.

Leaders who are emotionally intelligent are able to create safe working environments where employees feel comfortable about sharing opinions and know they will be listened to and considered.

5. Persuasiveness

Servant leaders are able to use persuasion rather than their authority to direct their teams. Instead of forcing employees to follow orders, servant leaders are effective at building consensus, and they rely on open dialogue to help employees understand why an action or directive is beneficial for them as individuals and as a team.

6. Trustworthiness

Workplace power dynamics can often breed distrust if improperly managed. Servant leaders seek to build trust as a priority. They do this by communicating openly and freely and trusting in their employees' capabilities. A trustworthy leader encourages employees to be committed to their role and their organization, to be honest in return, and to help build a healthy culture within their teams.

7. Commitment to others' growth

Servant leaders are committed to helping their team members' growth both professionally and personally, and they see this growth as beneficial to them as leaders. They passionately care about actively helping their employees develop and will seek out ways to help them achieve both their career and personal goals. This benefits morale and business growth, and it's great for keeping employee retention rates high.

8. Focus on community building

Servant leaders aren't only interested in building teams; they're also focused on creating and building communities. They're able to bring teams together to work toward a common goal and purpose and create a sense of belonging and team spirit. Servant leaders recognize the value of team members building individual relationships with each other and how this can help a business thrive.

9. Ability to empower others

Servant leaders are invested in their employees' development and empower them to help them grow. They do this by delegating authority and responsibility rather than tasks, soliciting ideas from their employees about how to achieve their goals and how they can support them, and providing constructive feedback at regular intervals.

10. Integrity

Integrity is another key characteristic of servant leaders. They act ethically, voice what they believe, and are very reliable and consistent. Employees are rarely surprised by their actions because servant leaders are able to garner trust and are known for their dependability.

Examples of servant leadership

What does servant leadership look like in action? Let's take a look at a few examples:

A leader who actively reaches out to check whether employees are facing any roadblocks or challenges: Instead of chastising employees for missing a deadline or not delivering exactly what they should have, servant leaders will ask their direct reports whether there's something making work difficult and will mention specific examples (cross-departmental collaboration, software challenges, bottlenecks, etc.). They'll also commit to helping the employee where they can while making it clear they likely won't be able to solve every issue.

A leader who's committed to publicly celebrating their employees' successes: In a previous job, my manager created a Slack channel dedicated to giving members of the team shout-outs for their wins, ideas, and any awards they received. They even gave big shout-outs on birthdays within this channel and kicked off the birthday celebration by listing the reasons this person made a great colleague and highlighting their achievements throughout the year. This manager also regularly uploaded kudos to our HR software so that these could be recognized in our performance reviews.

A leader who doesn't just communicate changes but also the reasons behind them: A servant leader doesn't leave their employees wondering how company changes or announcements might affect them. For example, when a CEO announces changes to certain policies, servant leaders will actively schedule a meeting or send out an email detailing exactly why these changes are being made, how they'll be implemented, and how their employees will be affected.

Are servant leaders too good to be true?

Critics of the servant leadership approach often assert that leaders should be leaders and not friends with their direct reports. However, countless studies reveal that many people leave their jobs because of a bad relationship with their manager , with poor communication, lack of support, and lack of trust being common examples of "bad boss" attributes.

There are many styles of leadership, and although I've experienced many of them, I have to speak to the benefits of having a servant leader. It can sometimes feel like having a friend, but that's the beauty of this style of management. I felt much more committed and motivated in my job when I had a friendly, empathetic manager than I did when I've had insecure, power-wielding managers.

The kicker? I lasted way longer in roles with servant leaders before looking for new employment, which also speaks to how this style of leadership impacts turnover rates.

Personality will always be a key factor in leadership styles, so it's important to bear this in mind when hiring for leadership roles.

# data[].attributes.attachment_link.title
10 Servant Leadership Attributes to Empower Your Workforce

# data[].attributes.attachment_link.description
Effective people management is key to running a successful organization. Successfully managing teams of individuals often requires more than corporate training and development courses. In fact, most who take on leadership roles develop their style of leadership based on their own experiences and personalities. "The great leader is seen as servant first ..."

# data[].attributes.attachment_link.readable_text
"Be yourself, everyone else is already taken." Oscar Wilde

Think back to the leaders who have most inspired you. What were the qualities that made them so inspiring? It's quite likely that authenticity is high up on that list.

The Cambridge English Dictionary defines authenticity as:
"The quality of being real or true."
So what exactly is authentic leadership? Does it just mean being yourself? What if you're an arrogant bulldozer - is authentic leadership just a way to justify your lack of sensitivity?

This article will define authentic leadership, why it can be so motivating, and how to develop these leadership characteristics.

What is authentic leadership, really?

Let's back up for a second. Authentic leadership isn't a new concept.

It's been floating around since the 1960s but jumped into the limelight in 2003 when Bill George published his book Authentic Leadership.

Despite its stately age, authentic leadership as a leadership style is still in its theological adolescence. Researchers are beginning to converge on points of agreement. But there are still different definitions floating around. So, if you are a bit confused, you are in good company - even the scientists aren't in agreement!

A widely quoted authentic leadership definition describes it as follows:

"Authentic leadership is a style of leadership that focuses on transparent and ethical leader behavior and encourages open sharing of information needed to make decisions while accepting followers' inputs."

The experts seem to agree that authentic leadership is about being you and making room for others, too. It includes a healthy dose of common sense and some ethics thrown in for good measure.

So, unfortunately for some, the arrogant bulldozer approach doesn't quite cut the authentic-leadership mustard.

Why is authentic leadership so important?

Most people don't enjoy having the wool pulled over their eyes.

In fact, we dislike it so much that our brains expend a fair bit of energy trolling through millions of bytes of data, mostly unconsciously. Our brains are analyzing it for inconsistencies.

Inconsistency could be something as slight as a micro-expression (your eyes don't smile when your mouth does). Or it could be major (she said she was going to do x, but did y instead without explanation).

When an inconsistency pops up, a cascade of physiological and psychological processes unfold. Most interpret this as the flashing red light on the dashboard of our consciousness labeled 'suspicion.'

Why is this problematic?

First and foremost, it distracts your amazingly talented employees from doing what they do best - their work.

Suddenly, their brains are kicked into overdrive. They begin coming up with theories about the inconsistency they have observed.

Due to a negativity bias, we make up negative stories in the absence of reliable information. We are more likely to assume the worst possible outcome and ruminate.

That means that your employees probably won't be using their precious mental attention productively. They will be busy making up negative stories about you instead.

The second reason authentic leadership is in such high demand is that people are tired of air-brushed leaders sitting on their high horses.

Leading from a distance is yesterday's game. Today's workers are inspired by real people who are honest, brave, and willing to roll up their sleeves and climb into the trenches.

People want leaders they can connect with who understand them. They seek leaders they can relate to. In other words, we want leaders who are like us but a little further down the path.

If you want to fully harness the power of your team, you have to offer more than just a paycheck. You have to tap into their intrinsic motivation and inspire them as human beings first.

Authentic leadership is a bridge to an inspired and motivated team.

Authentic leadership characteristics

Key characteristics of an authentic leader include:

Self-awareness

Truly transformational leaders have a well-developed understanding of who they are.

They know their strengths, their weaknesses, and the limitations of their abilities.

They are often high in emotional intelligence, a leadership skill that is often key to becoming a successful leader.

An effective leader is also self-aware in that they notice. They react to how others perceive their words and actions.

Great listening skills

A good leader is able to offer solid advice. But a better leader develops trust in a relationship by actively listening to what his peers and subordinates are saying. A better leader seeks to understand others' points of view from their moral perspective.

When a great leader has well-developed listening skills, they are able to properly interpret the needs of their team and customers.

They also make decisions that reflect their personal values and provide lasting value by improving the job satisfaction of those around them.

( Image Source)

Emotional control

Everyone has emotions. That includes anyone in a leadership role.

But what really demonstrates a leader's authenticity is the ability to not let their emotions get in the way of fulfilling their role as a leader.

An authentic transformational leader can deliver honest feedback without letting their personal dissatisfaction cloud their judgment and actions.

Relationship-driven

Of course, the majority of leaders are part of an organization that has financial goals. It's often the case that a large part of their role is leading the company to achieve those goals.

However, a leader who really exhibits an authentic leadership style puts as much energy into relating to the life experiences of those around them as they do toward hitting those goals.

Transformational leadership values relationships at least as much as results.

Accountability

Pretty much everyone can look back on their life story and identify areas where they've made mistakes. Leaders are not exempt from making mistakes.

Unfortunately, not all leaders are highly adept at taking responsibility for these mistakes.

It is a leader with a strong internalized moral perspective who is uncompromisingly accountable for their shortcomings.

Empathy

Part of what makes an authentic leader is that they are hugely empathetic. This often ties in with a certain relational transparency.

Others are able to see that the leader is putting forward their authentic self through their interactions with those around them.

An empathetic leader understands that their employees are human and have both negative and positive forms. As a result, they seek to understand the motivations and reasons behind less than satisfactory results of actions from their team. They don't immediately jump to reprimand.

Humility

A great leader exhibits authentic behavior by getting their ego out of the way. They act in a way that betters the entire organization, not just themselves.

Long-term goals

An authentic leader has long-term team goals relevant to their ethical foundation. They are honest about potential obstacles and recognize the importance of acknowledging these challenges to overcome them.

Some of these goals will be related to organizational success, but most leaders have wider goals outside of their specific role.

An authentic leader shares those goals with others and allows them to engage in the pursuit of them.

Internal code of ethics

For a leader to display any kind of ethical behavior, they need to have a positive internal code of ethics that is resistant to external pressures.

Otherwise, such behaviors become inconsistent, which others can perceive as inauthentic.

How to develop an authentic leadership style

The great news is that your leadership style isn't fixed. It is absolutely possible to develop an authentic leadership approach.

At the heart of this practice is self-awareness. Engaging in some form of self-reflection will take you a long way. It enables you to acknowledge your interests and goals, recognize how they align with those of your team members, and understand why they matter.

Working with a coach can massively accelerate this learning process. If you don't have access to a coach, here are some suggestions for getting started on your own.

1. Explore your values

Every decision you have ever made and every disagreement you've ever had comes down to your values and the prioritization you place on those values. Yet, surprisingly, few people can actually clearly articulate what their core values are.

( Image Source)

To get started:

Find a list of values online. Sit down and circle the ones that resonate with you.

You might be tempted to create a list of 'personal' values and a different list of 'professional' values. Don't! If it's really a core value, it will be as true at home as it is at work (you are, after all, the same person in both places).

Narrow it down to your top 10, then rank them in order. If you are having trouble deciding between two values, it can be helpful to ask yourself, 'Could I live without this?'

Finally, give each of your values a rating out of 10 in terms of how fulfilled it is in your life right now.

This will give you greater self-awareness. It will also help you make value-based decisions and make you more aware of what drives and motivates others.

2. Journal

If you want to learn what makes you tick, you have to spend some time observing yourself and learning from your observations.

Become a scientist for yourself. Recording and analyzing your observations can help you learn in the moment. It also gives the added benefit of helping you identify larger themes and cycles in your life.

3. Solicit feedback

Actively solicit feedback on an ongoing basis. Start today by messaging 20 people in your life (at work and at home) and ask them to send you three words that describe you.

The problem with feedback is that sometimes you hear things that you don't want to hear. This is where the journal comes in handy. Make a note of feelings that arise (good/bad or otherwise).

Do some deep thinking on this. Why did the feedback trigger these feelings? Is there some truth in the feedback? If not, you responded strongly, so one of your values was violated. Which one was it?

4. Practice brutal honesty with yourself and gentle honesty with others

Authenticity requires your thoughts, words, and actions to be in alignment.

That alignment occurs when you are honest with yourself about the trade-offs you are making and why you are making them. .

That doesn't mean you will always reach a perfect agreement between the different factions of your own mind. But it does mean you will carefully consider every option and its outcomes before making final decisions.

When deciding whether to give feedback to others, take an honest (judgment-free) look at your intentions first. If the feedback isn't going to be constructive, stay silent until you are ready to give it in a way that is.

5. Develop your listening skills

Authentic leaders have black belts in listening.

The first step in developing this skill is to simply keep your mouth closed when someone else is speaking. It seems obvious, but it's not always easy to do. You learn more when others speak than when you speak yourself..

Use listening time as an opportunity to practice mindfulness and be fully present rather than a time to think of what you are going to say next. In this way, listening drives understanding, empathy, and trust between managers and team members.

6. Share personal stories

Sharing personal stories can be a powerful way to authentically inspire your team.

An authentic leader uses stories to comfort, inspire, and motivate. The key is to use common sense and not overdo it.

A leader sharing a personal story of triumph in a moment where the team is struggling can be inspirational. A leader sharing a personal story at every team meeting that other members cannot relate to or have a personal stake in might be perceived as narcissistic.

Remember that authentic leaders are themselves, and they make room for others.

7. Write your own code of ethics

As an authentic leader, what are you committing to? What are your non-negotiables? What lines won't you cross, even if it costs you your job?

Invest some time and actually write this down. For some additional tips on writing your own code of ethics, see here.

Once you have it in writing, make it real by reading it to a friend or colleague.

8. Create a leadership learning plan

Authentic leadership isn't a destination - it's a way of being.

The best leaders are continuously and consciously growing. Create a leadership learning plan for yourself and review it frequently.

What resources do you have available that could support your continued growth as an authentic leader?

9. Be open to suggestions

Authentic leaders give fair consideration to differing viewpoints.

Pause and make a point of asking at least three questions to more fully understand team members' perspectives before making a judgment.

When team members make suggestions that don't align with your current perspective, seek to understand the reasons behind these misalignments. Consider what they mean, why they're occurring, and why they matter.

It's equally important to focus on what all of your team members have in common: a unified mission, vision, and values. By focusing on the factors that unify team members, misalignments can be more easily addressed and overcome to create stronger, more collaborative solutions.

Authentic leadership motivates others

Authentic leadership offers a path towards inspired and motivated individuals, teams, and organizations.

Traditional organizational structures are being challenged. Top talent is seeking work that is both meaningful and impactful. Authentic leadership offers an edge that can't be ignored.

At BetterUp, we help coach individuals to become the best versions of themselves.

If you want to develop your authentic leadership style, consider signing up for a free tria l to see how we can help you.

# data[].attributes.attachment_link.title
Authentic leadership: Why showing up as yourself matters | BetterUp

# data[].attributes.attachment_link.description
"Be yourself, everyone else is already taken." Oscar Wilde Think back to the leaders who have most inspired you. What were the qualities that made them so inspiring? It's quite likely that authenticity is high up on that list. The Cambridge English Dictionary defines authenticity as: "The quality of being real or true."

# data[].attributes.attachment_link.readable_text
Knowing which leadership style is most effective for your team can make a big difference in employee morale and development. Relational leadership emphasizes building relationships in the workplace and using those relationships to work toward a common goal. Understanding more about relational leadership can help you decide if it may help you in your management or team leadership. In this article, we explore what relational leadership is, its five principles, the benefits of implementing relational leadership and five helpful tips for implementing it.

Related: The Concept of Leadership Explained: Cultivating Effective Leadership

What is relational leadership?

Relational leadership is a model of leadership that suggests the effectiveness of a leader and relates their ability to develop positive relationships within an organization. It also relates to the process of people working together to achieve the greater good or accomplish a positive change in the workplace. Relational leaders use empathy skills to empower their teams to build strength in their current skills and develop new skills. The goal for a relational leader is to instill professional growth in their employees through positive social development and growth to achieve a common goal.

Related: 10 Common Leadership Styles (Plus How To Find Your Own)

Principles of relational leadership

There are five components of relational leadership:

Ethics are the moral values that drive a leader to make a decision or to generate an outcome. Relational leaders typically have deep moral values and ethical approaches to decision-making procedures. Relational leadership styles use ethics to shape leadership behaviors to ensure the leader exemplifies behaviors that can motivate their team members, allow team members to feel included and assist them with feeling trust amongst each other. A relational leader often leads by example and sets the baseline for how their coworkers behave in order to effectively reach their goal.

Being purposeful means having a commitment to each individual goal while also discovering commonalities with other team members. A relational leader may identify the common goals, organize the objectives and help anticipate the outcome of these goals. An effective relational leader involves all team members in the process of visualizing an outcome, helping them feel a sense of importance, purpose and inclusivity.

Inclusivity

A relational leader promotes inclusivity, especially where team member's ideas and opinions are concerned. A relational leadership style uses all employee perspectives to identify what changes to make and considers all questions and concerns employees may have before implementing a change or decision. An inclusive leader creates an environment where all team members can affect a business positively. The relational leader is the liaison that helps those team members make a difference.

Process orientation

Process orientation refers to how a group communicates and functions as a team. An effective relational leader expresses that the process of achieving a goal is just as valuable as the outcome of achieving a goal. A relational leadership style ensures all team members understand their roles, have a clear sense of purpose and know what tasks to complete in order to meet their goals.

Empowerment

In order to be a successful relational leader, empower your employees to make their own decisions and openly communicate ideas and opinions. Involve your employees in group decisions and allow them to feel empowered in the decision-making process. Giving employees this level of empowerment helps give them a sense that they're contributing to the greater good, which may increase their motivation and productivity in the workplace.

Related: 9 Benefits of Empowering Employees

Benefits of relational leadership

Here are some benefits of using relational leadership in your workplace:

Strengthens team morale: Choosing to empower your employees helps them feel valued and essential to projects and company goals. Team members become loyal leaders with a vested company interest to whom you can effectively delegate tasks.

Develops teamwork: In a relational leadership model, your employees play cooperative roles to attain a successful workplace goal. You can establish open feedback and communication to understand if employees are in roles suitable for their skills.

Increases change: Using relational leadership can accelerate change because it establishes a foundation for your employees to work toward a common goal. By achieving smaller common goals through teamwork, the group can visualize larger common goals.

Tips for implementing relational leadership

Here are five helpful tips to keep in mind while using a relational leadership style:

Get to know your employees

Establish individual time frames to meet with each of your employees and understand their personal goals and career goals. Ask them about themselves and how they're currently feeling in the workplace and outside of the workplace. Showing that you care about your employees, not just their work, can establish a personal relationship which may help motivate an employee to complete work efficiently and effectively.

Think of yourself as a person with influence

Building confidence is key while becoming an effective relational leader. Leaders with confidence may also have influence over their peers. Influential leaders easily guide their coworkers through steps to success, and coworkers may feel more trusting of their leader because of this confidence.

Find meaning in your relationships

Identifying meaning in your relationships may help you become empathetic to your peers. If you understand the value of the relationship you're cultivating, you can also use that knowledge to develop the skills of your peers. Using empathy can build a deep connection between coworkers, which may motivate them to deliver exceptional results while working toward a goal.

Be authentic and truthful

One of the best ways to promote trust in the workplace is by having an authentic and truthful approach to working with employees. Share company goals and values with the entire team, be open with your motives to reach those goals and allow your team to share their insights. Being authentic can help you follow through with your commitments to the team by allowing the team to trust that you have the company's and their best interest in mind.

Related: How To Improve Employee Relations

Show appreciation for your team

As a relational leader, it's important to recognize how your employees have contributed to the team. This may boost employee morale, which may lead to higher productivity levels, profits and common goal achievements. Some ways you can express appreciation include:

Hosting a catered luncheon

Designing employee of the month awards

Creating incentives for completing tasks, such as a pay raise or bonus

Offering an extra day of paid time off

Praising workplace performance

# data[].attributes.attachment_link.title
What Is Relational Leadership? (Definition and Tips)

# data[].attributes.attachment_link.description
Knowing which leadership style is most effective for your team can make a big difference in employee morale and development. Relational leadership emphasizes building relationships in the workplace and using those relationships to work toward a common goal. Understanding more about relational leadership can help you decide if it may help you in your management or team leadership.

# data[].attributes.attachment_link.readable_text
Theories of leadership explain how and why specific individuals become leaders. They emphasize the character characteristics and actions that people might adopt to improve their leadership skills. Top qualities cited by leaders as essential to effective leadership involve:

Strong moral principles and ethics

Excellent organizational abilities

Competent learner

Encourages employee development

Encourages affiliation and connection

These qualities are thought to be the most crucial by leaders all across the world, according to research. And leadership theories aid in illuminating how leaders use and cultivate these qualities.Leadership theories have recently been more codified, which makes them simpler to comprehend, discuss, and evaluate in practice.

What is a Leadership Theory?
A leadership theory describes how and why certain individuals become leaders. The focus is on the characteristics and behaviors that people can adopt to enhance their leadership ability. According to leaders, strong ethics and high moral standards are essential qualities of a good leader.

What Makes an Honest Leader?

A successful leader possesses personality, bravery, a transparent vision, and ambition. A strong leader creates organizational success by encouraging the team to perform at their highest level.

Essential Leadership Skills of Excellent Leaders

Understand the way to offer support. Supportive leaders are accessible to their staff, transparent about their choices, team players, and adept communicators of plans and tactics.

Have empathy and demonstrate it

Keep the lines of communication open

Being capable of taking decisions

Effective planning

Collaborate.

10 Major Leadership Theories You Need to Know About

1. The Transactional Theory or Management Theory

Well during Industrial Revolution, this transactional theory was developed to boost company productivity. It is a leadership approach that emphasizes the value of hierarchy for enhancing organizational effectiveness. These managers place high importance on structure and utilize their authority to enforce rules to inspire staff to perform at their best. In accordance with this philosophy, workers are rewarded for achieving their given objectives. The concept also presupposes that workers must comply with managerial directives.

Managers whopractice transactional leadership keep an eye on their staff, making sure they are rewarded for reaching milestones and disciplined when they fall short. These executives, however, do not serve as a trigger for a company's expansion. Instead, they concentrate on upholding the organization's policies and standards to ensure that everything goes as planned.

Leaders Who Practice Transactional Leadership:

Target immediate objectives.

Favor standardized processes and regulations

Recent changes

Discourage original thought

Emphasis on one's own interests

Encourage performance

When there are challenges that are clearly stated and the main goal is to finish a work, transactional leadership works well.

2. Theory of Transformation

The relationship between leaders and staff can help the organization, according to the transformational theory of management. This leadership theory contends that effective leaders inspire workers to go above and beyond what they are capable of. Leaders develop a vision for their team members and motivate them to realize it.

Employee morale is raised and inspired by transformational leaders, which helps them perform better at work. These managers encourage staff members by their deeds rather than their words because they specialize in setting an example.

Leaders Who Practice Transformational Leadership:

Self-manage

Set an example

Give interaction a high priority

Be proactive in your work

Promote the development of employees

Receptive to fresh concepts

Take chances and make difficult choices

Transformational leaders, as opposed to transactional leaders, prioritize failed processes and gather personnel who get along well to accomplish shared corporate objectives. Additionally, effective executives prioritize the requirements of the organization and its employees over their own.

3. The Theory of Contingencies

According to the contingency hypothesis, there is no one right way to run an organization. Determining the optimal strategy for leading an organization to achieve depends on both internal and external considerations. The right candidate should fit the correct scenario, according to the contingency theory.

The following elements influence the leadership style, based on contingency theory:

Management approach

Work speed

Organizational policies and culture

Employee spirit

Employees' level of maturity

Relationship between coworkers or members of a team

Organizational objectives

Environment and routine at work

The management strategy that will help the organization achieve its objectives in a particular situation is decided by the leader.

According to this view, situations determine whether or not leaders are effective. No matter how successful a leader is, the idea explains, difficult situations will always arise. It emphasizes that the leaders are aware that the conditions in combination with their abilities have a role in their achievement.

4. The Theory of Situations

Similar to the contingency theory, this idea emphasizes the significance of context and holds that a leader should adjust to the shifting context to achieve objectives and make judgments. The level of competence and dedication of the team members can influence how these leaders choose to lead.

Situational leadership, as per situational theory:

Develop a connection with the workforce

Encourage employees

Recognize when alternative leadership philosophies are required in a given situation

Develop teams and organizational units

The idea also distinguishes four main leadership styles:

1. Telling: Managers instruct staff members on what needs to be done and how to go about it.

2. Selling: Team members are persuaded to adopt a leader's concepts or ideas.

3. Participating: Effective leaders encourage their team members to take an active part in problem-solving and decision-making processes.

4. Delegating: Limiting their involvement, leaders hand off the majority of the work to the team. Such leaders defer to the group for decision-making but they are always ready for advice.

The theory lists a few essential traits of a situational leader, such as problem-solving abilities, trust, adaptability, insight, and coaching.

5. The Great Man Theory

One of the first theories on leadership makes the assumption that these qualities are inherent, which indicates that leaders are born, not created, and cannot be learned. This hypothesis asserts that a leader has certain innate human characteristics, such as:

Glamour

Decisive

Wisdom

Daring

Assertiveness

Appeal

This viewpoint emphasizes the fact that individuals cannot be taught to be effective leaders. It's a quality that either you have or you don't. These abilities come naturally, thus you cannot learn them or receive training in them.

In addition, the idea holds that these leadership qualities are constant over time and apply to all organizations, regardless of the setting in which these leaders are employed. The idea that exceptional leaders emerge when they are required is another tenet of this leadership ideology.

6. The Trait Theory

The great man theory is expanded upon by the trait theory of leadership, which is predicated on the idea that effective leaders have particular personality qualities and features of behavior. They can become effective leaders in a number of circumstances thanks to these qualities. It also promotes the idea that certain people are more naturally gifted as leaders than others. Effective people have hobbies and personality traits that are very different from those of non-leaders.

The main characteristics of a successful leader are:

Emotional equilibrium

Acknowledging one's duty

Competence

Recognising obstacles

Thinking with action

Motivational abilities

Talents in communication

Tenacity and flexibility

Making decisions with assurance

You can learn more about your limitations and strengths with the help of this leadership idea. Then, you can try to strengthen your areas of weakness.The ideal person for a leadership position is chosen by many organizations using the trait approach.

7. Behaviorist Theory

According to this view, a person's leadership abilities are a product of their environment. Different learning talents contribute to effective management. The behavioral idea holds that leaders are formed and trained, not born, in contrast to the model of leadership. In other words, a leader's performance is not influenced by their inherent traits because leadership qualities are driven by behavior. Anyone is capable of becoming a leader with the right training and instruction.

According to the theory, in order to boost the output and morale of their team, managers should be mindful of their own behavior. This theory classifies managers into the following categories depending on the leadership styles it acknowledges:

Task-focused managers

Leaders who put people first

Apathetic leaders

Effective leaders

Dictatorial authorities

Current authorities

Reliable leaders

Shrewd businesspeople

Daddy-like bosses

Heads of Country Clubs

It is simple to assess the style of leadership of construction professionals, team leaders, or indeed any skilled leader using the behavioral theory.

8. Behavioral Theory

Behavioral leadership theory focuses on the actions of leaders and holds that other leaders are able to imitate similar actions. Because it is sometimes known, the design theory contends that successful leaders could also be developed through teachable conduct rather than being born with it. The behaviors of a pacesetter are extensively emphasized in behavioral theories of leadership; this theory contends that observing a leader's behavior is the best indicator of how successful their leadership will be. The behavioral learning hypothesis emphasizes behavior instead of traits. Consistent with this idea, observable patterns of conduct are classified as "styles of leadership." Task-oriented leaders, club leaders, people-oriented leaders, dictatorial leaders, status-quo leaders, and more are some samples of leadership styles.

9. Functional Theory

The functional theory of leadership emphasizes how employment or organization is being led rather than who has been formally designated as the leader. Within the functional leadership approach, the power to get things done is supported by a collection of people's behaviors rather than one individual.

10. Integrated Psychological Theory

Integrative leadership may be a new style of leadership that encourages cooperation across a variety of barriers in order to advance the common good. It combines leadership theories and techniques that have their roots in five important societal spheres: industry, government, nonprofits, the media, and the community.

Why Are Leadership Theories Important?

Theories of leadership describe how and why particular people develop to be leaders. They lay emphasis on the actions and character characteristics that folks might adopt for improving their leadership skills. Top qualities that leaders cite as essential to effective leadership include: Strong moral principles and ethics

It is not necessary to overemphasize the importance of leadership. Any organization's success may be a result of its leadership. Due to its leadership, even the state has achieved independence, expansion, prosperity, and power. Effective leadership is another thing about the success and expansion of a business or industrial organization.

What Are Leadership Styles?

Following are the five sorts of leadership according to the Personnel Research Board at Ohio University.

1. The bureaucrat

2. The autocrat

3. The diplomat

4. The expert

5. The quarterback

Applying Leadership Theories at Workplace

10 methods to point out leadership at the office

Become a thought leader

Join a corporation for professionals

Consider the large picture

Think proactively and with positivity

Listen to others and pick up tips from them

Connect with a goal in mind

Look for a mentor

Accept diversity

Bottom Line

As you can see, leadership theories are based on different ways of thinking. Some focus on traits and qualities, while some touch upon the importance of situational aspects that influence how leaders behave. Like many other behavioral concepts, leadership is highly multi-dimensional, and there are numerous factors that go into filling the shoes of a leader. Because the human side of the business is one of the most - if not the most - important elements that determine the success and failure of an organization, leadership will always remain the most prized skill in the business world.

If you want to up your managerial performance and boost your leadership capabilities, Simplilearn's Master Of Business Administration (MBA) with IU, Germany can get you there. The state-of-the-art program prepares professionals (both aspiring and experienced ones) wjth the skills needed to succeed today as a the modern leader in businesses across industries. Boost your career with a Degree from London South Bank University & study in Bad Honnef or Berlin. This 12 month program covers all the in-demand business management skills and offers 4 specializations - Digital Marketing, Business Analysis, Design Thinking, Digital Transformation. Explore the program today.

What is a Leadership Theory?
A leadership theory describes how and why certain individuals become leaders. The focus is on the characteristics and behaviors that people can adopt to enhance their leadership ability. According to leaders, strong ethics and high moral standards are essential qualities of a good leader.

What Makes an Honest Leader?

A successful leader possesses personality, bravery, a transparent vision, and ambition. A strong leader creates organizational success by encouraging the team to perform at their highest level.

Essential Leadership Skills of Excellent Leaders

Understand the way to offer support. Supportive leaders are accessible to their staff, transparent about their choices, team players, and adept communicators of plans and tactics.

Have empathy and demonstrate it

Keep the lines of communication open

Being capable of taking decisions

Effective planning

Collaborate.

10 Major Leadership Theories You Need to Know About

1. The Transactional Theory or Management Theory

Well during Industrial Revolution, this transactional theory was developed to boost company productivity. It is a leadership approach that emphasizes the value of hierarchy for enhancing organizational effectiveness. These managers place high importance on structure and utilize their authority to enforce rules to inspire staff to perform at their best. In accordance with this philosophy, workers are rewarded for achieving their given objectives. The concept also presupposes that workers must comply with managerial directives.

Managers whopractice transactional leadership keep an eye on their staff, making sure they are rewarded for reaching milestones and disciplined when they fall short. These executives, however, do not serve as a trigger for a company's expansion. Instead, they concentrate on upholding the organization's policies and standards to ensure that everything goes as planned.

Leaders Who Practice Transactional Leadership:

Target immediate objectives.

Favor standardized processes and regulations

Recent changes

Discourage original thought

Emphasis on one's own interests

Encourage performance

When there are challenges that are clearly stated and the main goal is to finish a work, transactional leadership works well.

2. Theory of Transformation

The relationship between leaders and staff can help the organization, according to the transformational theory of management. This leadership theory contends that effective leaders inspire workers to go above and beyond what they are capable of. Leaders develop a vision for their team members and motivate them to realize it.

Employee morale is raised and inspired by transformational leaders, which helps them perform better at work. These managers encourage staff members by their deeds rather than their words because they specialize in setting an example.

Leaders Who Practice Transformational Leadership:

Self-manage

Set an example

Give interaction a high priority

Be proactive in your work

Promote the development of employees

Receptive to fresh concepts

Take chances and make difficult choices

Transformational leaders, as opposed to transactional leaders, prioritize failed processes and gather personnel who get along well to accomplish shared corporate objectives. Additionally, effective executives prioritize the requirements of the organization and its employees over their own.

3. The Theory of Contingencies

According to the contingency hypothesis, there is no one right way to run an organization. Determining the optimal strategy for leading an organization to achieve depends on both internal and external considerations. The right candidate should fit the correct scenario, according to the contingency theory.

The following elements influence the leadership style, based on contingency theory:

Management approach

Work speed

Organizational policies and culture

Employee spirit

Employees' level of maturity

Relationship between coworkers or members of a team

Organizational objectives

Environment and routine at work

The management strategy that will help the organization achieve its objectives in a particular situation is decided by the leader.

According to this view, situations determine whether or not leaders are effective. No matter how successful a leader is, the idea explains, difficult situations will always arise. It emphasizes that the leaders are aware that the conditions in combination with their abilities have a role in their achievement.

4. The Theory of Situations

Similar to the contingency theory, this idea emphasizes the significance of context and holds that a leader should adjust to the shifting context to achieve objectives and make judgments. The level of competence and dedication of the team members can influence how these leaders choose to lead.

Situational leadership, as per situational theory:

Develop a connection with the workforce

Encourage employees

Recognize when alternative leadership philosophies are required in a given situation

Develop teams and organizational units

The idea also distinguishes four main leadership styles:

1. Telling: Managers instruct staff members on what needs to be done and how to go about it.

2. Selling: Team members are persuaded to adopt a leader's concepts or ideas.

3. Participating: Effective leaders encourage their team members to take an active part in problem-solving and decision-making processes.

4. Delegating: Limiting their involvement, leaders hand off the majority of the work to the team. Such leaders defer to the group for decision-making but they are always ready for advice.

The theory lists a few essential traits of a situational leader, such as problem-solving abilities, trust, adaptability, insight, and coaching.

5. The Great Man Theory

One of the first theories on leadership makes the assumption that these qualities are inherent, which indicates that leaders are born, not created, and cannot be learned. This hypothesis asserts that a leader has certain innate human characteristics, such as:

Glamour

Decisive

Wisdom

Daring

Assertiveness

Appeal

This viewpoint emphasizes the fact that individuals cannot be taught to be effective leaders. It's a quality that either you have or you don't. These abilities come naturally, thus you cannot learn them or receive training in them.

In addition, the idea holds that these leadership qualities are constant over time and apply to all organizations, regardless of the setting in which these leaders are employed. The idea that exceptional leaders emerge when they are required is another tenet of this leadership ideology.

6. The Trait Theory

The great man theory is expanded upon by the trait theory of leadership, which is predicated on the idea that effective leaders have particular personality qualities and features of behavior. They can become effective leaders in a number of circumstances thanks to these qualities. It also promotes the idea that certain people are more naturally gifted as leaders than others. Effective people have hobbies and personality traits that are very different from those of non-leaders.

The main characteristics of a successful leader are:

Emotional equilibrium

Acknowledging one's duty

Competence

Recognising obstacles

Thinking with action

Motivational abilities

Talents in communication

Tenacity and flexibility

Making decisions with assurance

You can learn more about your limitations and strengths with the help of this leadership idea. Then, you can try to strengthen your areas of weakness.The ideal person for a leadership position is chosen by many organizations using the trait approach.

7. Behaviorist Theory

According to this view, a person's leadership abilities are a product of their environment. Different learning talents contribute to effective management. The behavioral idea holds that leaders are formed and trained, not born, in contrast to the model of leadership. In other words, a leader's performance is not influenced by their inherent traits because leadership qualities are driven by behavior. Anyone is capable of becoming a leader with the right training and instruction.

According to the theory, in order to boost the output and morale of their team, managers should be mindful of their own behavior. This theory classifies managers into the following categories depending on the leadership styles it acknowledges:

Task-focused managers

Leaders who put people first

Apathetic leaders

Effective leaders

Dictatorial authorities

Current authorities

Reliable leaders

Shrewd businesspeople

Daddy-like bosses

Heads of Country Clubs

It is simple to assess the style of leadership of construction professionals, team leaders, or indeed any skilled leader using the behavioral theory.

8. Behavioral Theory

Behavioral leadership theory focuses on the actions of leaders and holds that other leaders are able to imitate similar actions. Because it is sometimes known, the design theory contends that successful leaders could also be developed through teachable conduct rather than being born with it. The behaviors of a pacesetter are extensively emphasized in behavioral theories of leadership; this theory contends that observing a leader's behavior is the best indicator of how successful their leadership will be. The behavioral learning hypothesis emphasizes behavior instead of traits. Consistent with this idea, observable patterns of conduct are classified as "styles of leadership." Task-oriented leaders, club leaders, people-oriented leaders, dictatorial leaders, status-quo leaders, and more are some samples of leadership styles.

9. Functional Theory

The functional theory of leadership emphasizes how employment or organization is being led rather than who has been formally designated as the leader. Within the functional leadership approach, the power to get things done is supported by a collection of people's behaviors rather than one individual.

10. Integrated Psychological Theory

Integrative leadership may be a new style of leadership that encourages cooperation across a variety of barriers in order to advance the common good. It combines leadership theories and techniques that have their roots in five important societal spheres: industry, government, nonprofits, the media, and the community.

Why Are Leadership Theories Important?

Theories of leadership describe how and why particular people develop to be leaders. They lay emphasis on the actions and character characteristics that folks might adopt for improving their leadership skills. Top qualities that leaders cite as essential to effective leadership include: Strong moral principles and ethics

It is not necessary to overemphasize the importance of leadership. Any organization's success may be a result of its leadership. Due to its leadership, even the state has achieved independence, expansion, prosperity, and power. Effective leadership is another thing about the success and expansion of a business or industrial organization.

What Are Leadership Styles?

Following are the five sorts of leadership according to the Personnel Research Board at Ohio University.

1. The bureaucrat

2. The autocrat

3. The diplomat

4. The expert

5. The quarterback

Applying Leadership Theories at Workplace

10 methods to point out leadership at the office

Become a thought leader

Join a corporation for professionals

Consider the large picture

Think proactively and with positivity

Listen to others and pick up tips from them

Connect with a goal in mind

Look for a mentor

Accept diversity

Bottom Line

As you can see, leadership theories are based on different ways of thinking. Some focus on traits and qualities, while some touch upon the importance of situational aspects that influence how leaders behave. Like many other behavioral concepts, leadership is highly multi-dimensional, and there are numerous factors that go into filling the shoes of a leader. Because the human side of the business is one of the most - if not the most - important elements that determine the success and failure of an organization, leadership will always remain the most prized skill in the business world.

If you want to up your managerial performance and boost your leadership capabilities, Simplilearn's Master Of Business Administration (MBA) with IU, Germany can get you there. The state-of-the-art program prepares professionals (both aspiring and experienced ones) wjth the skills needed to succeed today as a the modern leader in businesses across industries. Boost your career with a Degree from London South Bank University & study in Bad Honnef or Berlin. This 12 month program covers all the in-demand business management skills and offers 4 specializations - Digital Marketing, Business Analysis, Design Thinking, Digital Transformation. Explore the program today.

# data[].attributes.attachment_link.title
10 Major Leadership Theories Every Manager Should Master in 2023

# data[].attributes.attachment_link.description
Theories of leadership explain how and why specific individuals become leaders. They emphasize the character characteristics and actions that people might adopt to improve their leadership skills. Top qualities cited by leaders as essential to effective leadership involve: Strong moral principles and ethics Excellent organizational abilities Competent learner Encourages employee development Encourages affiliation and connection These qualities are thought to be the most crucial by leaders all across the world, according to research.

# data[].attributes.attachment_link.description
Enjoy the videos and music you love, upload original content, and share it all with friends, family, and the world on YouTube.

# data[].attributes.attachment_link.title
Voki | Speaking Characters For Education

# data[].attributes.attachment_link.description
Voki is a fun tool that students can use for homework, classwork or projects. Customize their appearance and what they say, and share with others!

# data[].attributes.attachment_link.readable_text
design discussions
no-schedule meetings
professional development
collaborate with clients
sales and marketing

replace text-only discussions
interactive lectures
support UDL principles
no-schedule office hours
professional development

student presentations
conversational practice
professional development
rich assessment
safe and accountable

# data[].attributes.attachment_link.description
Transforming media into collaborative spaces with video, voice, and text commenting.

# data[].attributes.attachment_link.description
Discover, Share, and Present presentations and infographics with the world's largest professional content sharing community.

# data[].attributes.attachment_link.title
Articulate - The Most Popular E-Learning Authoring Apps and Online Training Software

# data[].attributes.attachment_link.description
Learn about Articulate products, including Articulate 360, which simplifies course authoring and e-learning development. Try free for 60 days.

# data[].attributes.attachment_link.readable_text
Open Canvas

Create, organize, and move freely on an open canvas. Create seamless presentations without the restrictions of linear slides.

Ready-made asset libraries

Choose from millions of images, stickers, GIFs, and icons from Unsplash and Giphy.

# data[].attributes.attachment_link.title
Presentations and videos with engaging visuals for hybrid teams | Prezi Present

# data[].attributes.attachment_link.description
Welcome to Prezi, the presentation software that uses motion, zoom, and spatial relationships to bring your ideas to life and make you a great presenter.

# data[].attributes.attachment_link.title
Video Maker | Make Videos and Animations Online | Powtoon

# data[].attributes.attachment_link.description
Make videos in minutes with Powtoon. Use our library of styles, characters, backgrounds and video, or upload your own! Free. Easy. Awesome. Sign up today!

# data[].attributes.attachment_link.description
Flickr is almost certainly the best online photo management and sharing application in the world. Show off your favorite photos and videos to the world, securely and privately show content to your friends and family, or blog the photos and videos you take with a cameraphone.

# data[].attributes.attachment_link.description
Download Audacity for free. A free multi-track audio editor and recorder. Audacity is no longer at SourceForge. Audacity can be downloaded via AudacityTeam website instead: http://www.audacityteam.org/download/ Audacity is a free, easy-to-use, multi-track audio editor and recorder for Windows, Mac…

# data[].attributes.attachment_link.readable_text
Create videos that engage and impress. Animoto's drag-and-drop editing tools and visual effects make it easy. No training or experience necessary.

Create and share videos for free. Upgrade anytime for more customization.

As you get started making videos, we're here to help along the way! Join other businesses just like yours in the Animoto Social Video Marketing Community on Facebook. Our team of video experts is ready to help you grow with tips, ideas, inspiration, and feedback on your videos. You can also reach our dedicated Customer team directly at help@animoto.com .

# data[].attributes.attachment_link.title
Free Video Maker | Create & Edit Your Videos Easily

# data[].attributes.attachment_link.description
Create, edit, and share videos with our free video maker. Combine your photos, video clips, and music to make quality videos in minutes. Get started free!

# data[].attributes.attachment_link.provider_name
How to Write a Proper Email: Make the Right Impression | Grammarly

# data[].attributes.attachment_link.readable_text
Whether you're an up-and-coming young professional or a seasoned manager, email writing is a vital aspect of business communication. And thanks to what's often seen as the mysteries of English grammar and the subtleties of the written word, it can be a daily struggle. That's especially true if you have to motivate busy people to respond or address a potentially touchy subject. To write a great email, you need to know two things: common mistakes to avoid, and next-level strategies to get ahead.

But first things first-you have to know what a great email looks like if you're going to write one.

Anatomy of a good email

Every email you write has the same basic structure: Subject line, greeting, email body, and closing. But as with every written form of professional communication, there's a right way to do it and standards that should be followed. Here's how to write a proper email:

1 Subject line

The subject line could be the most important part of the email, though it's often overlooked in favor of the email body. But if you're cold-emailing someone, or just establishing a professional relationship, your subject line can entice people to open the message as well as set expectations about what's enclosed. On the other hand, a poorly crafted or generic subject line (like "Hi" or "You don't wAnt to miss thos") can deter the reader and result in your email landing in the spam folder.

"Spend double the amount of time crafting the right subject line as you do on the [body] because if they don't open the email, it doesn't matter," says Cole Schafer, founder and copy chief of Honey Copy.

In most email writing situations, you'll want to include a quick greeting to acknowledge the reader before diving into your main message or request.

The exception: When you're on an email chain with close colleagues, it often becomes more natural to drop the opener (as well as the closing). Though it may initially feel like a faux pas, it signals a better professional rapport.

The body of an email is the meat of your message, and it must have a clear and specific purpose, such as getting feedback on a presentation or arranging a meeting with a new client. It should also be concise. That way, people will be more inclined to read it, rather than skimming it and risking missing critical information. If you can, boil it down to a few choice sentences.

And for emails that require more length and detail, keep it as focused as you can. "Nobody wants to receive a novel. You want to keep it between three, four, or five lines of text," says Schafer.

Just as you want to start things off on the right foot with your greeting, you also want to part well. That means writing a friendly sign-off. And there are plenty of options to choose from.

For example, here are 12 common, and professional, closings that Grammarly users chose on a given day:

You'll want to choose a closing that feels genuine to your personality and tailor it to the relationship to ensure an appropriate level of professionalism. On the other hand, common closings like "love," " sent from iphone," or "thx," may be best left unused in professional emails.

8 common email writing mistakes (and what to do instead)

Just as every email is an opportunity for professional growth, there's also the potential to fall into common email writing bad habits. Here are eight mistakes to avoid:

1 Omitting necessary Oxford commas

The Oxford comma can be somewhat polarizing when thinking about how to write a proper email, depending on which style guide is utilized for professional communications in your industry -it's usually either shunned or hailed as a tool for clarification. Either way, a lot of people have strong opinions about it. But leaving them out can lead to confusion, depending on the sentence.

What to do instead: While the Oxford comma may not be suitable in certain contexts, it's usually a good idea to use them in emails. That's because it can help you save time and avoid miscommunication, confusion, and even legal trouble.

Grammarly users know that when it comes to hedging, it's better to omit it than leave it in, especially in emails. And if you're worried about coming off as impolite, don't be: Contrary to popular belief, hedging language makes you sound less confident, which can ultimately undermine your writing.

What to do instead: State your idea or opinion, then explain the "why" behind your reasoning. That way, you'll be better understood and your brilliance can shine through.

3 Extremely long and/or unclear copy

Would you read an email that was 1,000 words long? Probably not-most people skim emails that are on the long side. And if you add hard-to-follow sentences or mixed messages, to your draft, you're even less likely to get a satisfactory response. (Or any response.)

"I get a ton of [emails] that are just these huge blocks of text. And I understand why they do that-so you have enough detail. But it's really hard to read and I'm not going to read the whole thing," says Kat Boogaard, a Wisconsin-based freelance writer.

What to do instead: Keep it concise and focus on the matter at hand. Then end with a call to action, a requested response date, and make it clear that you're open to questions and follow-ups (if that's the case).

4 Being too casual (or formal)

Depending on your circumstances, wavering too much to the casual or formal side of writing can be a misstep. Being overly casual is often seen as a rookie mistake, but stiff, formal language can also be detrimental to your message.

What to do instead: In striking the perfect balance between formal and casual, the key is thinking about the relationship between yourself and the recipient and take social cues as your communication progresses.

"You kind of want to see what someone else is doing and participate, play along, sort of acknowledge the way communication develops and the way expectations in a relationship develop," says Dan Post Senning, an etiquette expert at the Emily Post Institute.

Here's a tip: While GIFs and emojis can be great for creating a sense of comradery between coworkers, these can be seen as overly casual in many contexts.

Not all email cliches are cardinal sins. Certain aspects of your emails are bound to be a little formulaic. After all, most emails have the same basic structure, and there are phrases that you may use to ensure clarity or cover your bases. But if you're going to repeat phrases, make sure they have a clear purpose.

As Kiera Wright-Ruiz, a social media manager at Google's Local Guides puts it, "Even though I always repeat, 'please let me know if you have any questions,' I actually do want to know if they have questions."

However, most of the time, you'll want to edit out cliches whenever possible since they can make people tune out. Here are the top seven to avoid:

Please find attached

Thank you in advance

I look forward to hearing from you

Per our conversation

I hope you are doing well

To whom it may concern

Sorry for the late reply

Method: We searched for terms used by Grammarly users based on our most popular blog articles.

What to do instead: Try reading the draft for cliches, tone, and voice to more effectively communicate your message while keeping the reader engaged. Ask yourself: If your boss (or mom) read this email, would you be happy with it? If the answer is yes, then you're on the right track.

6 Repetition

People often repeat words within the same paragraph, twice in two sentences, or just too close together to go unnoticed. While it's not the worst offense, it's another thing that can make a reader tune out.

Here are the most commonly repeated words to avoid:

What to do instead: Try reading your draft out loud, using the text-to-speech function on your phone, or running it by a colleague before sending it off. Grammarly can also help you catch these repeated or overused words.

7 Robotic language

Email may be a descendant of snail mail, but that doesn't mean your messages should sound like an old-timey version of yourself. In fact, emails should sound like the person who is writing it. So using phrases that sound like something out of a Victorian novel isn't the best move if you want to connect with the reader.

"Let's face it: Nobody wants to read a college textbook. You want to read a blog or an article or a real conversation. They're a person, they're not a robot. So use language that sounds like something you would say if you're just sitting in a coffee shop," says copy chief Schafer.

What to do instead: You can get a more natural effect by pretending you're writing to a friend or having a conversation with a friendly acquaintance. For example, you probably wouldn't say something like, "Greetings" and "I hope the weather is fair where you are" if you were meeting someone for coffee. You'd say something like, "Hi" and "Thanks again for your time."

8 Overuse of exclamation points!

Enthusiasm is great. But in certain contexts, the overuse of exclamation points can do more harm than good. This is especially true if you're forging a new relationship or contacting someone outside of your company. You are, after all, a representative of your work when you use a company email address. But people love exclamation points, and they're still something that many people rely on to convey a positive tone.

For example, here are the most common sentences and words people use with exclamation points in emails:

What to do instead: After you've written your draft, do a quick search for exclamation points and use your judgment to determine which (if any) to keep based on your relationship with the recipient. As a general rule, try to keep it to one or two per email with colleagues.

Next-level email writing moves

Once you've got the proper email format and you know what mistakes to avoid, it's time to focus on making your drafts stand out from the myriad emails most people get every day. Here are four strategies to take yours to the next level:

Think positive

Sending an email that is remotely negative, or even neutral, can put you in a tricky place. And as with any written communication, there may be room for misinterpretation.

"In the absence of other information, our interpretation often defaults to the negative," explains communication-etiquette expert Post Senning. "When you're talking about negative communication, you're [missing] the information that is tone of voice, the twinkle in your eye, the good humor that you intend something with or even the genuine care or concern with which you're offering critique. So be really careful. When something reads as negative to you, it probably comes across as even more negative to someone else."

Strike the right tone

You wouldn't want to get an email that reads, "Dear [client]," or which references your work in public relations when you're actually in sales, because it would immediately show that the sender is either mass emailing you, or they didn't do the proper research and find the right contact. Similarly, you'll want to make sure that every email you send has a tone that's crafted specifically for the recipient, and that you're sending it to the right person.

So even though it may be tempting to use templates, it's important to personalize it and keep in mind the communication style of the recipient before hitting send. To accomplish this, a quick Google search or a peek at the recipient's LinkedIn or Twitter feed can do wonders.

Before sending, try putting yourself in the recipient's shoes for a gut-check on tone and content. And if you have a hard time reading your own tone in email, Grammarly's tone detector can help you determine how you sound to your recipient.

Follow up-in good time

If you're sending an email, you're likely looking for a timely response. But with the large amounts of emails most people sort through each day, things can end up getting lost. As a general rule, a follow-up message should never come less than twenty-four hours after sending the initial email.

In other words: Don't be the person who sends a follow-up request two hours after sending. In extreme cases, that kind of behavior can even get you blocked. "When you're taking more time and actually caring about the person on the other side of the email, you're immediately going to see a much higher response rate. I had to learn that the hard way," says copy chief Schafer.

Make it easy on the eyes

Most of the messages you send will likely be on the shorter side, which is great for rapid responses and getting things done. But for longer emails, scannability is the name of the game. That's when things like bolded font, bullet points, underlined sentences, and a TL;DR (too long, didn't read) section come in handy.

There are a lot of factors to keep in mind when composing an email, and there's a wide margin of error. But after all is said and done, it isn't about perfection. It's about effective communication.

"I think people feel this pressure that you need to be this perfect communicator with this huge vocabulary and these perfectly structured sentences. And I don't know that that's always the case because you're just two people, communicating," says freelance writer Boogaard.
More from Grammarly:

# data[].attributes.attachment_link.description
Whether you're a young professional or a seasoned manager, email is vital. Thanks to what's often seen as the mysteries of English grammar, it can be a struggle.

# data[].attributes.attachment_link.provider_name
The Writing Center * University of North Carolina at Chapel Hill

# data[].attributes.attachment_link.title
Tips & Tools - The Writing Center * University of North Carolina at Chapel Hill

# data[].attributes.attachment_link.description
We welcome feedback about these handouts and suggestions for additional handouts. Please email us or call us with your ideas.