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

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

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

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

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

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Emotional Intelligence Test - Global Leadership Foundation

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Free emotional intelligence test developed by Global Leadership Foundation

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TEDx Talks

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6 Steps to Improve Your Emotional Intelligence | Ramona Hacker | TEDxTUM

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Talking to high school students about leadership and character is tricky. Most of what is said sounds cliche at best and patronizing at worst. So I turned to Ted Talks for a little help. Following is a list of talks that are brief - six minutes at most - and often funny. They approach the topics in new ways that engage students instead of turning them off to the ideas.

I found this one through a comment on my previous post about Ted Talks. Dudley, the speaker, gives insight into how we've falsely built leaders up as having to be extraordinary Earth-changing individuals. But in reality, we all do something that positively impacts others and makes us leaders as well. His example from his own life is hysterical and something students can relate to.

I use this in my school with every student sharing their "lollipop moment" for a collaborative bulletin board that shows the leadership in the school. You can see his talk here.

A volunteer firefighter humorously tells about how he was the second to arrive at a fire, so instead of saving the dog, he saved the shoes. He was bummed, but learned later that getting shoes for a woman who was having the worst day of her life was pretty important as well. Similar to the above talk, this one reminds students that small acts of kindness, courage, leadership, etc. can positively impact others just as much as the large ones.

In closing, he reminds the audience to "save the shoes." If presented with the opportunity to do something good or kind, do it. It may seem small but it's always worth it. You can see this talk here.

Change is overwhelming and at times seems impossible. Cutts, the speaker, made small changes in his life like biking to work, hiking, and even writing. He did them one at a time and for thirty days each. The results were amazing: increased confidence, healthier lifestyle, and a published novel! Okay, so the novel is terrible and is not published; but he can now say he's an author and he did it.

Cutts explains how 30 days is just the right amount of time to create, or eradicate, a habit. So after 30 days, as long as your change is small enough to be manageable, you're likely to keep doing it.

I use this with my students and encourage them to pick something that day that they will start to do and will continue to do for 30 days. We discuss what is manageable and the possible benefits. I love hearing my students comment on what they are still doing months later! Check out the talk by clicking here.

This speaker uses a movie to show a movement in creation. Hilariously, the movement is a dance party of sorts in a field. The message of the talk is spot-on for most of my students: you don't have to be a leader to impact a movement. Sivers, the speaker of this talk, explains the importance of the early followers who take the risk of being one of the first, and have the essential job of getting more followers and teaching them how to follow as well.

The video used to demonstrate the movement is great and the message co-insides with the other videos: you can make an impact. You can watch the talk here.

Okay, not exactly funny. But the speaker, Narayan, keeps it light given the bleak topic. Narayan's focus in on how a majority of the obituaries that are not paid for by the families are for people in the arts who positively impacted their communities.

It's a gentle reminder that if you want to be remembered when you're gone, be kind to others. I also love that this talk reiterates how you don't have to be an engineer or a lawyer to be successful. We overlook the importance and significance of the contributions from the artists of the world. You can watch this talk here.

Another talk from Sivers who points out some of the humorous miscommunications and understandings between different cultures. For example, doctors in some areas of China are only paid when their patients are healthy because it means the doctor is doing a good job. Makes sense!

Students have already heard that they should keep an open mind, but this talk helps them to remember to practice it as well. One example is when he shows a map flipped from the way we usually see it. When students say the map is upside down, it already shows they are set in thinking our perception of the map is more correct than someone else's even though it is actually of the same Earth. Very short but still impactful. You can watch this talk here.

These specific talks are perfect for class discussion and quick worksheet when you have 15 minutes or so to fill. Since the focus is on leadership and character, they can work in almost any classroom. They can also be combined to create a mini unit on leadership and character.

Short on time? I have my worksheets available here at my TeachersPayTeachers store.

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Quick Ted Talks to Develop Leadership and Character - Engaging and Effective Teaching

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Talking to high school students about leadership and character is tricky. Most of what is said sounds cliche at best and patronizing at worst. So I turned to Ted Talks for a little help. Following is a list of talks that are brief - six minutes at most - and often funny.

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With descriptors and motivations

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This article is part four of our EQ at Work series - be sure to check out parts one, two, and three on self-awareness, self-management, and social awareness!
The Culmination of EQ

The three emotional intelligence (EQ) domains we've discussed so far in the EQ at Work series covered how to gain greater emotional awareness on personal and social levels, and how individuals can better manage how they respond to their own emotions.

The last EQ domain that author Daniel Goleman identified is relationship management, and this is where those first three domains all converge. When your employees can work on improving their own emotional awareness and management, it follows that they'll be able to see greater health and influence in their relationships.

Goleman says the competencies involved in managing relationships include:

These competencies are often viewed as leadership skills, but they are relevant outside of "leader/follower" relationships, too.

For example, "inspirational leadership" could apply to how you inspire and motivate a family member, a friend, or a peer "Change catalyst" could apply when you find a better way to work or a technology to use and need to get your peers or managers on board

Your employees need to understand how they can influence positive connection and teamwork in each of their personal and professional relationships. Managing the health of relationships is a lifelong effort that pays huge dividends in the fulfillment people find at home and at work.

Where Relationships Diverge

Relationship management is more involved than simply having relationships - it requires taking intentional steps to ensure they're healthy and beneficial to both parties.

Dysfunctions in the workplace often stem from the assumption of ill will running rampant among colleagues and teams. This creates a mindset of people being simply something you have to deal with, rather than interact with, or even enjoy!

One of the most toxic ways that poor relationship management manifests at work is through gossip. Talking about others behind their backs is common practice in most workplaces today, but its killing collaboration and culture.

reating a secure, supportive, and compassionate work environment may not sound like typical ambitions for business leaders, building this type of culture improves creativity, collaboration, and productivity. This is how you gain and retain talented, purposeful people.

Helping your employees to focus on managing their relationships effectively can take weight off some major challenges, like employee engagement and retention, productivity, and developing leaders.

So, rather than letting poor relationship habits rule the workplace, let's talk about strategies your employees can focus on to improve their relationships.

How to Practice Relationship Management

There are a lot of ways to impact the health of relationships, but these are some fundamentals that many people either never learn, or they forget over time:

Reviving the Art of Conversation

Today's technology has made it much easier to communicate with whoever we want, wherever they are, whenever the time. Despite this massive increase in connectivity, the screens between us are often a barrier to conversing in ways that result in genuine connection and understanding.

It seems conversation may be becoming a lost art. We can revive that art again by recognizing and practicing the conversation habits that strengthen relationships. NPR radio host Celeste Headlee offered ten tips in a TEDx Talk that we can all benefit from learning:

Setting and Respecting Boundaries

Many people struggle with either not setting boundaries for themselves, or not respecting others' boundaries. This is an important aspect of maintaining emotional health and steering clear of bitterness.

Setting boundaries starts with self-awareness, but once they're identified, they have to be made known to others and enforced. For example, if an employee is constantly feeling pressure to work overtime to please their boss, and they're missing family events because of it, they need to go over some expectations with their boss so they have the ability to say "no" when they need to.

Sometimes teamwork means saying yes to helping others, but sometimes it means respectfully saying no - boundaries like this help people to "work from a place of integrity" as author and researcher Brené Brown describes it.

When employees don't feel taken advantage of because their boundaries are known and respected, they can be a much more valuable member of the team.

Assuming Goodwill in Others' Intentions

Many organizations want their employees to work from the mindset of assuming the best in others' intentions. This mindset is more natural for some than others, but we all struggle with choosing to see the positive intention behind others' behaviors when those behaviors result in us being hurt or taken advantage of. That's why those boundaries we just talked about are an important factor in relationships - boundaries protect us from bitterness and help us to see the best in others.

Assuming goodwill in others' intentions can be tough to keep as a habit, but it's absolutely worth it to nurture that mindset. When we pause our reactions to focus on a generous view of someone else's words or behaviors, we become much better at addressing the situation in a helpful way, rather than a hurtful way.

When you consciously choose to assume others' positive intentions, you're able to offer constructive feedback when issues arise. By doing this, you're not ignoring the problem and you're not attacking them - that's how strong, trusting relationships are built.

If you're seeing your employees struggling to collaborate, people talking behind each other's backs, or a lack of connection and trust among team members, look at how you can help develop their relationship management know-how. To assist you with that, we have a free guide that goes over these practical strategies for employees - check it out below.

Read part one: EQ at Work: Developing Employees' Self-Awareness

Read part two: EQ at Work: Self-Management Strategies for Your Employees

Read part three: EQ at Work: Amplify Empathy for Higher Social Awareness

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EQ at Work: Relationship Management Fundamentals

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This article is part four of our EQ at Work series - be sure to check out parts one, two, and three on self-awareness, self-management, and social awareness! The three emotional intelligence (EQ) domains we've discussed so far in the EQ at Work series covered how to gain greater emotional awareness on personal and social levels, and how individuals can better manage how they respond to their own emotions.

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Leadership styles are classifications of how a person behaves while directing, motivating, guiding, and managing groups of people. There are many leadership styles. Some of the most widely discussed include: authoritarian (autocratic), participative (democratic), delegative (laissez-faire), transformational, transactional, and situational.

Great leaders can inspire political movements and social change. They can also motivate others to perform, create, and innovate. As you start to consider some of the people who you think of as great leaders, you can immediately see that there are often vast differences in how each person leads.

Fortunately, researchers have developed different theories and frameworks that allow us to better identify and understand these different leadership styles.

Lewin's Leadership Styles

In 1939, a group of researchers led by psychologist Kurt Lewin set out to identify different styles of leadership.﻿﻿ While further research has identified more distinct types of leadership, this early study was very influential and established three major leadership styles that have provided a springboard for more defined leadership theories.

In Lewin's study, schoolchildren were assigned to one of three groups with an authoritarian, democratic, or laissez-faire leader. The children were then led in an arts and crafts project while researchers observed the behavior of children in response to the different styles of leadership. The researchers found that democratic leadership tended to be the most effective at inspiring followers to perform well.

Authoritarian Leadership (Autocratic)

Authoritarian leaders, also known as autocratic leaders, provide clear expectations for what needs to be done, when it should be done, and how it should be done. This style of leadership is strongly focused on both command by the leader and control of the followers. There is also a clear division between the leader and the members. Authoritarian leaders make decisions independently, with little or no input from the rest of the group.

Researchers found that decision-making was less creative under authoritarian leadership.﻿﻿ Lewin also concluded that it is harder to move from an authoritarian style to a democratic style than vice versa. Abuse of this method is usually viewed as controlling, bossy, and dictatorial.

Mental Health in the Workplace Webinar

Authoritarian leadership is best applied to situations where there is little time for group decision-making or where the leader is the most knowledgeable member of the group. The autocratic approach can be a good one when the situation calls for rapid decisions and decisive actions. However, it tends to create dysfunctional and even hostile environments, often pitting followers against the domineering leader.

Participative Leadership (Democratic)

Lewin's study found that participative leadership, also known as democratic leadership, is typically the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members. In Lewin's study, children in this group were less productive than the members of the authoritarian group, but their contributions were of a higher quality.

Participative leaders encourage group members to participate, but retain the final say in the decision-making process. Group members feel engaged in the process and are more motivated and creative. Democratic leaders tend to make followers feel like they are an important part of the team, which helps foster commitment to the goals of the group.

Delegative Leadership (Laissez-Faire)

Lewin found that children under delegative leadership, also known as laissez-faire leadership, were the least productive of all three groups. The children in this group also made more demands on the leader, showed little cooperation, and were unable to work independently.

Delegative leaders offer little or no guidance to group members and leave the decision-making up to group members. While this style can be useful in situations involving highly qualified experts, it often leads to poorly defined roles and a lack of motivation.

Lewin noted that laissez-faire leadership tended to result in groups that lacked direction and members who blamed each other for mistakes, refused to accept personal responsibility, made less progress, and produced less work.

Observations About Lewin's Leadership Styles

In their book, The Bass Handbook of Leadership: Theory, Research, and Managerial Applications, Bass and Bass note that authoritarian leadership is often presented solely in negative, often disapproving, terms. Authoritarian leaders are often described as controlling and close-minded, yet this overlooks the potential positives of stressing rules, expecting obedience, and taking responsibility.

While authoritarian leadership certainly is not the best choice for every situation, it can be effective and beneficial in cases where followers need a great deal of direction and where rules and standards must be followed to the letter. Another often overlooked benefit of the authoritarian style is the ability to maintain a sense of order.

Bass and Bass note that democratic leadership tends to be centered on the followers and is an effective approach when trying to maintain relationships with others. People who work under such leaders tend to get along well, support one another, and consult other members of the group when making decisions.

Additional Leadership Styles and Models

In addition to the three styles identified by Lewin and his colleagues, researchers have described numerous other characteristic patterns of leadership. A few of the best-known include:

Transformational Leadership

Transformational leadership is often identified as the single most effective style. This style was first described during the late 1970s and later expanded upon by researcher Bernard M. Bass. Transformational leaders are able to motivate and inspire followers and to direct positive changes in groups.

These leaders tend to be emotionally intelligent, energetic, and passionate. They are not only committed to helping the organization achieve its goals, but also to helping group members fulfill their potential.

Research shows that this style of leadership results in higher performance and more improved group satisfaction than other leadership styles. One study also found that transformational leadership led to improved well-being among group members.

Transactional Leadership

The transactional leadership style views the leader-follower relationship as a transaction. By accepting a position as a member of the group, the individual has agreed to obey the leader. In most situations, this involves the employer-employee relationship, and the transaction focuses on the follower completing required tasks in exchange for monetary compensation.

One of the main advantages of this leadership style is that it creates clearly defined roles. People know what they are required to do and what they will be receiving in exchange. This style allows leaders to offer a great deal of supervision and direction, if needed.

Group members may also be motivated to perform well to receive rewards. One of the biggest downsides is that the transactional style tends to stifle creativity and out-of-the-box thinking.

Situational Leadership

Situational theories of leadership stress the significant influence of the environment and the situation on leadership. Hersey and Blanchard's leadership stylesis one of the best-known situational theories. First published in 1969, this model describes four primary styles of leadership, including:

1. Telling: Telling people what to do

2. Selling: Convincing followers to buy into their ideas and messages

3. Participating: Allowing group members to take a more active role in the decision-making process

4. Delegating: Taking a hands-off approach to leadership and allowing group members to make the majority of decisions

Later, Blanchard expanded upon the original Hersey and Blanchard model to emphasize how the developmental and skill level of learners influences the style that should be used by leaders. Blanchard's SLII leadership styles model also described four different leading styles:

1. Directing: Giving orders and expecting obedience, but offering little guidance and assistance

2. Coaching: Giving lots of orders, but also lots of support

3. Supporting: Offering plenty of help, but very little direction

4. Delegating: Offering little direction or support

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It seems like there are as many different styles of leadership as there are leaders. Discover some of the most common leadership style frameworks.

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Roselinde Torres: What it takes to be a great leader

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The world is full of leadership programs, but the best way to learn how to lead might be right under your nose. In this clear, candid talk, Roselinde Torres describes 25 years observing truly great leaders at work, and shares the three simple but crucial questions would-be company chiefs need to ask to thrive in the future.

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A few years ago, leaders, entrepreneurs, and innovators created companies, whereas managers were hired to run their operations. But, nowadays, you will notice that our educational system is mostly geared towards business management education. Also, there is a perceptual change that treats both management and leadership as the same, which is not a mere reality. So, in this leadership vs management article, we will dig deep into the differences between leadership and management.

What is Leadership?

Leadership is the creation of positive, non-incremental change through meticulous planning, vision, and strategy. Workforce empowerment and adaptive decision-making also add up to the crucial attributes of leadership. Most often, people relate leadership with one's position in an organization. But leadership has nothing to do with titles, management, or one's personal agendas. It's also not restricted to personality traits such as better vision or charismatic personality.

Watch this video to understand the difference between leadership and management.

It is more like a process of social influence, which maximizes the efforts of others toward the achievement of a common goal. It stems from social influence and requires human resources to achieve the intended outcomes. A leader is someone who always takes the initiative and invests a great effort to accomplish the company's vision. That is the only reason why people around them start following them.

Next, in this leadership vs management article, we will discover what management is all about.

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What is Management?

Management is all about performing pre-planned tasks on a regular basis with the help of subordinates. A manager is completely responsible for carrying out the four important functions of management: planning, organizing, leading, and controlling. Managers can only become leaders if they adequately carry out leadership responsibilities, including communication of good and bad, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

But, unfortunately, not all managers can achieve that. Managerial responsibilities are often outlined in a job description, with subordinates following because of the professional title or classification. A manager's primary focus is on meeting organizational goals; they often do not take much else into consideration. With the title comes the authority and the privilege to promote, hire, or reward employees based on their performance and behavior.

Difference Between Leadership vs Management

The role of management is to control a group or group of individuals in order to achieve a specified objective. Leadership is the ability of an individual to influence, motivate, and enable others to contribute to the organization's success.

Management is responsible for controlling an organization, a group, or a set of entities to achieve a particular objective. Managing is about making sure the day-to-day operations are being performed as expected. A leader communicates in order to set direction, inspire, and motivate their team.

Leadership requires a vision to guide change. Whereas managers focus on achieving organizational goals through process implementation, such as budgeting, organizational structure, and staffing, leaders are more concerned with thinking ahead and seizing opportunities.

It is possible to be a manager and a leader at the same time. But keep in mind that just because someone is a great leader doesn't mean they'll be a great manager or the other way around. So, what factors distinguish these two roles? Moving ahead in this leadership vs management article, we explore those factors.

1. Differences in Vision

Leaders are considered as visionaries. They set the pathways to excel the organizational growth. They always examine where their organization stands, where they want to go, and how they can reach there by involving the team.

In comparison, managers set out to achieve organizational goals by implementing processes, such as budgeting, organizational structuring, and staffing. Managers' vision is bound to the implementation strategies, planning, and organizing tasks to reach the objectives set out by leaders. However, both of these roles are equally important in the context of business environments and necessitate associative efforts.

2. Organizing vs Aligning

Managers achieve their goals by using coordinated activities and tactical processes. They break down long-time goals into tiny segments and organize available resources to reach the desired outcome.

On the other hand, leaders are more concerned with how to align and influence people than how to assign work to them. They achieve this by assisting individuals in envisioning their function in a wider context and the possibility for future growth that their efforts may give.

Also Read Future Of Work: What Job Roles Will Look Like In 10 Years

3. Differences in Queries

A leader asks what and why, whereas a manager focuses on the questions of how and when. To do justice to their duties as a leader, one might question and challenge the authority to reverse decisions that may not be in the better interests of the team. If a firm has a stumbling block, a leader will be the one to step up and ask, What did we learn from this? and Why has this happened?

On the other hand, managers are not required to assess and analyze failures. Their job description emphasizes asking How and When, which assists them in ensuring that plans are carried out correctly. They prefer to accept the status quo and make no attempt to change it.

4. Position vs Quality

A manager is a role that frequently refers to a specific job within an organization's structure, whereas the term leader has a more ambiguous definition. Leadership emerges as a result of your actions. You are a leader if you act in a way that inspires others to do their best. It makes no difference what your title or position is. On the other hand, a manager is a job title that comes with a fixed set of responsibilities.

What are the Similarities Between Leadership and Management?

There are many ways in which management and leadership are comparable. Both require establishing objectives, coming up with strategies to get there, and tracking the development. Both demand collaboration with others, effective communication, decision-making, problem-solving, strategic thinking, and accountability in order to succeed. Managers and leaders are responsible for gathering data, weighing options, and making decisions that will benefit their team or company. Additionally, they must accept accountability for their deeds and be open and honest about them. In general, effective leadership and management require a combination of these skills because they share many essential qualities.

What Do Managers Do?

A manager is a member of an organization with the responsibility of carrying out the four important functions of management: planning, organizing, leading, and controlling. But are all managers leaders?

Most managers also tend to be leaders, but only IF they also adequately carry out the leadership responsibilities of management, which include communication, motivation, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

Unfortunately, not all managers are leaders. Some managers have poor leadership qualities, and employees follow orders from their managers because they are obligated to do so-not necessarily because they are influenced or inspired by the leader.

Managerial duties are usually a formal part of a job description; subordinates follow as a result of the professional title or designation. A manager's chief focus is to meet organizational goals and objectives; they typically do not take much else into consideration. Managers are held responsible for their actions, as well as for the actions of their subordinates. With the title comes the authority and the privilege to promote, hire, fire, discipline, or reward employees based on their performance and behavior.

What Do Leaders Do?

The primary difference between management and leadership is that leaders don't necessarily hold or occupy a management position. Simply put, a leader doesn't have to be an authority figure in the organization; a leader can be anyone.

Unlike managers, leaders are followed because of their personality, behavior, and beliefs. A leader personally invests in tasks and projects and demonstrates a high level of passion for work. Leaders take a great deal of interest in the success of their followers, enabling them to reach their goals to satisfaction-these are not necessarily organizational goals.

There isn't always tangible or formal power that a leader possesses over his followers. Temporary power is awarded to a leader and can be conditional based on the ability of the leader to continually inspire and motivate their followers.

Subordinates of a manager are required to obey orders while following is optional when it comes to leadership. Leadership works on inspiration and trust among employees; those who do wish to follow their leader may stop at any time. Generally, leaders are people who challenge the status quo. Leadership is change-savvy, visionary, agile, creative, and adaptive.

How to Measure Effective Leadership?

Considering this certain leadership is an individualized and multifaceted concept, measuring successful leadership can be challenging. Assessing employee engagement, turnover rates, and performance metrics are a few typical methods to gauge effective leadership. Effective leaders are adept at fostering a positive work atmosphere and building trusting relationships with their team, which results in high employee engagement levels and reduced turnover rates. A leader's capacity to hit performance benchmarks and realize organizational objectives can also be used to gauge their efficacy. The efficacy of a leader can also be evaluated through regular performance reviews, 360-degree assessments, and feedback from stakeholders and employees.

How to Measure Effective Management?

A number of variables, such as employee satisfaction, productivity, efficiency, and financial performance, can be used to gauge efficient management. High-performing teams should be easy to create and manage, effective delegation of tasks, clear goals and expectations, and the adoption of efficient procedures are all skills that successful managers should possess. A manager's efficacy can be evaluated using key performance indicators (KPIs) like sales figures, customer satisfaction ratings, and production rates. Additionally helpful sources of information about a manager's success include employee feedback, 360-degree evaluations, and routine performance reviews. In the end, a manager should be able to drive outcomes while fostering a good workplace culture and supporting employee growth.

How to Develop Leadership and Management Skills?

There are various methods for honing management and leading abilities. One method is to look for formal education and training programs, such as management development programs or business courses. Another method is to participate in volunteer work, internships, or projects as a leader to gain real-world experience. It can also be helpful to find areas for improvement by asking for feedback from mentors, peers, and colleagues. Developing self-awareness and emotional intelligence can also improve leadership and management abilities. Keeping up with industry trends and networking with other pros can also present chances to pick up new insights and learn from others. Practice, feedback, and continuous learning are essential to developing effective leadership and management skills.

What are the Traits a Manager Possesses?

Below are four important traits of a manager:

1. The Ability to Execute a Vision

Managers build a strategic vision and break it down into a roadmap for their team to follow.

2. The Ability to Direct

Managers are responsible for day-to-day efforts while reviewing necessary resources, and anticipating the need to make changes along the way.

3. Process Management

Managers have the authority to establish work rules, processes, standards, and operating procedures.

4. People Focused

Managers are known to look after and cater to the needs of the people they are responsible for: listening to them, involving them in certain key decisions, and accommodating reasonable requests for change to contribute to increased productivity.

What are the Traits a Leader Possesses?

Below are five important traits of a leader:

1. Vision A leader knows where they stand, where they want to go and tend to involve the team in charting a future path and direction.

2. Honesty and Integrity Leaders have people who believe them and walk by their side down the path the leader sets.

3. Inspiration Leaders are usually inspirational-and help their team understand their own roles in a bigger context.

4. Communication Skills Leaders always keep their team informed about what's happening, both present and the future-along with any obstacles that stand in their way.

5. Ability to Challenge Leaders are those that challenge the status quo. They have their style of doing things and problem-solving and are usually the ones who think outside the box.

The Three Important Differences Between a Manager and a Leader

Being a manager and a leader at the same time is a viable concept. But remember, just because someone is a phenomenal leader, it does not necessarily guarantee that the person will be an exceptional manager as well, and vice versa. So, what are the standout differences between the two roles?

1. A Leader Invents or Innovates While a Manager Organizes
The leader of the team comes up with new ideas and kickstarts the organization's shift or transition to a forward-thinking phase. A leader always has his or her eyes set on the horizon, developing new techniques and strategies for the organization. A leader has immense knowledge of all the current trends, advancements, and skillsets-and has a clarity of purpose and vision. By contrast, a manager is someone who generally only maintains what is already established. A manager needs to watch the bottom line while controlling employees and workflow in the organization and preventing any chaos.

In his book, The Wall Street Journal Essential Guide to Management: Lasting Lessons from the Best Leadership Minds of Our Time, Alan Murray cites that a manager is someone who "establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance." Managers understand the people they work with and know which person is the best fit for a specific task.

2. A Manager Relies on Control, Whereas a Leader Inspires Trust: A leader is a person who pushes employees to do their best and knows how to set an appropriate pace and tempo for the rest of the group. Managers, on the other hand, are required by their job description to establish control over employees, which, in turn, helps them develop their assets to bring out their best. Thus, managers have to understand their subordinates well to do their job effectively.

3. A Leader Asks the Questions "What" and "Why", Whereas a Manager Leans More Toward the Questions "How" and "When": To be able to do justice to their role as a leader, some may question and challenge authority to modify or even reverse decisions that may not have the team's best interests in mind. Good leadership requires a great deal of good judgment, especially when it comes to the ability to stand up to senior management over a point of concern or if there is an aspect in need of improvement. If a company goes through a rough patch, a leader will be the one who will stand up and ask the question: "What did we learn from this?"Managers, however, are not required to assess and analyze failures. Their job description emphasizes asking the questions "how" and "when," which usually helps them make sure that plans are properly executed. They tend to accept the status quo exactly the way it is and do not attempt a change.

The Three Tests

In the article Three Differences Between Managers And Leaders, Vineet Nayar discusses three tests he devised to help managers decide if they have successfully made the shift from managing people to leading them.

1. Counting Value vs. Creating Value:

Managers are the only ones who count value, he says. There are some who cut down on the value by disabling or otherwise countering ideas and people who add value.
Leaders, however, focus instead on working to generate a certain value that is over and above that which the team creates-and is as much a creator of value as their followers. Nayar goes on to say, "Leading by example and leading by enabling people are the hallmarks of action-based leadership."

2. Circles of Influence vs. Circles of Power: As mentioned previously, managers have subordinates and leaders gain followers, which implies that managers create a circle of power while leaders create a circle of influence. Nayar offers advice on how to identify which circle you have around you. He says, "The quickest way to figure out which of the two you're doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader."

3. Leading People vs. Managing People: One responsibility of a manager is controlling a group in order to accomplish a specific goal. Leadership, on the other hand, is the ability of an individual to motivate, influence, and enable other employees to make a contribution to the success of an organization. Inspiration and influence separate leaders from managers-not control and power.

Final Deduction

Leading and managing are two contrasting ways of making employees work together more efficiently. Leadership is a spearhead for the new vision and initiatives, whereas management controls the resources effectively to bring those visions into the realm of reality. With the passing of time, you can shape your leadership skills by developing emotional intelligence and learning how to influence others.

Conclusion

In this leadership vs management article, you learned what leadership and management are all about. You discovered how both work in the context of corporate setup. Later, you went through the differences between leadership vs management. And finally, you dived into the article's deduction.

If you are a working professional who wants to start a management or leadership career by studying for an MBA while still working in a C-suite job. Check out Simplilearn's Professional Certificate Program In Business Analysis, where you will learn how to tackle complex business problems using in-demand tools.

You can also start with MBA with Simplilearn's PGDM program, in cooperation with JAGSOM, which can prepare you to be a business leader. This program provides a number of MBA specializations, including Digital Marketing, Operations, Business Analytics, and Data Analytics. After successful completion of this course, you will earn an accredited management degree. So, go ahead and start exploring!

If you have any questions or need clarification on any section of this leadership vs management article, please leave them in the comments section at the bottom of this page; we will respond to them soon.

FAQs

1. What is the major difference between leadership and management?

Leadership and management are different from each other in many ways, however, the major difference between them is that management is a group of entities that work to accomplish a goal. Whereas, the leadership takes care of motivating, influencing, and empowering employees. Influence and inspiration separate leaders from managers, not power and control.

2. What are the 6 differences between leadership and management?

1. Leaders create a vision, managers create goals.

2. Leaders are change agents, managers maintain their status..

3. Leaders and unique, managers are influenced

4. Leaders take risks, managers evaluate risk

5. It takes time to become a leader, but it is easier to become a manager

6. Leaders create relationships, managers create systems.

3. Which is more important, leadership or management?

Both leaders and managers are important to run a successful business. Leadership ensures the overall values and ethics of the organization, whereas managers structure teams to achieve targets.

4. What is the difference between management and leadership?

Leadership focuses on motivating employees, making them believe in your vision and setting the right work culture at the company. On the other hand, management stresses day-to-day task progress and related issues.

5. Which is better, management or leadership?

Both management and leadership are naturally crucial for the smooth working of an organization. But, leadership is ahead of the management - a well-balanced organizational leadership in the core. Disciple process, vision and passion are essential to building a successful business.

6. What are the two key differences between leadership and management?

The 2 key differences between leadership and management are -

1. Leadership creates values, management counts those values.

2. Leadership leads people, management manages the work people do.

7. What comes first, leadership or management?

Leadership comes first as they drive the organization with their vision.

What is Leadership?

Leadership is the creation of positive, non-incremental change through meticulous planning, vision, and strategy. Workforce empowerment and adaptive decision-making also add up to the crucial attributes of leadership. Most often, people relate leadership with one's position in an organization. But leadership has nothing to do with titles, management, or one's personal agendas. It's also not restricted to personality traits such as better vision or charismatic personality.

Watch this video to understand the difference between leadership and management.

It is more like a process of social influence, which maximizes the efforts of others toward the achievement of a common goal. It stems from social influence and requires human resources to achieve the intended outcomes. A leader is someone who always takes the initiative and invests a great effort to accomplish the company's vision. That is the only reason why people around them start following them.

Next, in this leadership vs management article, we will discover what management is all about.

Business & Leadership Courses

What is Management?

Management is all about performing pre-planned tasks on a regular basis with the help of subordinates. A manager is completely responsible for carrying out the four important functions of management: planning, organizing, leading, and controlling. Managers can only become leaders if they adequately carry out leadership responsibilities, including communication of good and bad, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

But, unfortunately, not all managers can achieve that. Managerial responsibilities are often outlined in a job description, with subordinates following because of the professional title or classification. A manager's primary focus is on meeting organizational goals; they often do not take much else into consideration. With the title comes the authority and the privilege to promote, hire, or reward employees based on their performance and behavior.

Difference Between Leadership vs Management

The role of management is to control a group or group of individuals in order to achieve a specified objective. Leadership is the ability of an individual to influence, motivate, and enable others to contribute to the organization's success.

Management is responsible for controlling an organization, a group, or a set of entities to achieve a particular objective. Managing is about making sure the day-to-day operations are being performed as expected. A leader communicates in order to set direction, inspire, and motivate their team.

Leadership requires a vision to guide change. Whereas managers focus on achieving organizational goals through process implementation, such as budgeting, organizational structure, and staffing, leaders are more concerned with thinking ahead and seizing opportunities.

It is possible to be a manager and a leader at the same time. But keep in mind that just because someone is a great leader doesn't mean they'll be a great manager or the other way around. So, what factors distinguish these two roles? Moving ahead in this leadership vs management article, we explore those factors.

1. Differences in Vision

Leaders are considered as visionaries. They set the pathways to excel the organizational growth. They always examine where their organization stands, where they want to go, and how they can reach there by involving the team.

In comparison, managers set out to achieve organizational goals by implementing processes, such as budgeting, organizational structuring, and staffing. Managers' vision is bound to the implementation strategies, planning, and organizing tasks to reach the objectives set out by leaders. However, both of these roles are equally important in the context of business environments and necessitate associative efforts.

2. Organizing vs Aligning

Managers achieve their goals by using coordinated activities and tactical processes. They break down long-time goals into tiny segments and organize available resources to reach the desired outcome.

On the other hand, leaders are more concerned with how to align and influence people than how to assign work to them. They achieve this by assisting individuals in envisioning their function in a wider context and the possibility for future growth that their efforts may give.

Also Read Future Of Work: What Job Roles Will Look Like In 10 Years

3. Differences in Queries

A leader asks what and why, whereas a manager focuses on the questions of how and when. To do justice to their duties as a leader, one might question and challenge the authority to reverse decisions that may not be in the better interests of the team. If a firm has a stumbling block, a leader will be the one to step up and ask, What did we learn from this? and Why has this happened?

On the other hand, managers are not required to assess and analyze failures. Their job description emphasizes asking How and When, which assists them in ensuring that plans are carried out correctly. They prefer to accept the status quo and make no attempt to change it.

4. Position vs Quality

A manager is a role that frequently refers to a specific job within an organization's structure, whereas the term leader has a more ambiguous definition. Leadership emerges as a result of your actions. You are a leader if you act in a way that inspires others to do their best. It makes no difference what your title or position is. On the other hand, a manager is a job title that comes with a fixed set of responsibilities.

What are the Similarities Between Leadership and Management?

There are many ways in which management and leadership are comparable. Both require establishing objectives, coming up with strategies to get there, and tracking the development. Both demand collaboration with others, effective communication, decision-making, problem-solving, strategic thinking, and accountability in order to succeed. Managers and leaders are responsible for gathering data, weighing options, and making decisions that will benefit their team or company. Additionally, they must accept accountability for their deeds and be open and honest about them. In general, effective leadership and management require a combination of these skills because they share many essential qualities.

What Do Managers Do?

A manager is a member of an organization with the responsibility of carrying out the four important functions of management: planning, organizing, leading, and controlling. But are all managers leaders?

Most managers also tend to be leaders, but only IF they also adequately carry out the leadership responsibilities of management, which include communication, motivation, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

Unfortunately, not all managers are leaders. Some managers have poor leadership qualities, and employees follow orders from their managers because they are obligated to do so-not necessarily because they are influenced or inspired by the leader.

Managerial duties are usually a formal part of a job description; subordinates follow as a result of the professional title or designation. A manager's chief focus is to meet organizational goals and objectives; they typically do not take much else into consideration. Managers are held responsible for their actions, as well as for the actions of their subordinates. With the title comes the authority and the privilege to promote, hire, fire, discipline, or reward employees based on their performance and behavior.

What Do Leaders Do?

The primary difference between management and leadership is that leaders don't necessarily hold or occupy a management position. Simply put, a leader doesn't have to be an authority figure in the organization; a leader can be anyone.

Unlike managers, leaders are followed because of their personality, behavior, and beliefs. A leader personally invests in tasks and projects and demonstrates a high level of passion for work. Leaders take a great deal of interest in the success of their followers, enabling them to reach their goals to satisfaction-these are not necessarily organizational goals.

There isn't always tangible or formal power that a leader possesses over his followers. Temporary power is awarded to a leader and can be conditional based on the ability of the leader to continually inspire and motivate their followers.

Subordinates of a manager are required to obey orders while following is optional when it comes to leadership. Leadership works on inspiration and trust among employees; those who do wish to follow their leader may stop at any time. Generally, leaders are people who challenge the status quo. Leadership is change-savvy, visionary, agile, creative, and adaptive.

How to Measure Effective Leadership?

Considering this certain leadership is an individualized and multifaceted concept, measuring successful leadership can be challenging. Assessing employee engagement, turnover rates, and performance metrics are a few typical methods to gauge effective leadership. Effective leaders are adept at fostering a positive work atmosphere and building trusting relationships with their team, which results in high employee engagement levels and reduced turnover rates. A leader's capacity to hit performance benchmarks and realize organizational objectives can also be used to gauge their efficacy. The efficacy of a leader can also be evaluated through regular performance reviews, 360-degree assessments, and feedback from stakeholders and employees.

How to Measure Effective Management?

A number of variables, such as employee satisfaction, productivity, efficiency, and financial performance, can be used to gauge efficient management. High-performing teams should be easy to create and manage, effective delegation of tasks, clear goals and expectations, and the adoption of efficient procedures are all skills that successful managers should possess. A manager's efficacy can be evaluated using key performance indicators (KPIs) like sales figures, customer satisfaction ratings, and production rates. Additionally helpful sources of information about a manager's success include employee feedback, 360-degree evaluations, and routine performance reviews. In the end, a manager should be able to drive outcomes while fostering a good workplace culture and supporting employee growth.

How to Develop Leadership and Management Skills?

There are various methods for honing management and leading abilities. One method is to look for formal education and training programs, such as management development programs or business courses. Another method is to participate in volunteer work, internships, or projects as a leader to gain real-world experience. It can also be helpful to find areas for improvement by asking for feedback from mentors, peers, and colleagues. Developing self-awareness and emotional intelligence can also improve leadership and management abilities. Keeping up with industry trends and networking with other pros can also present chances to pick up new insights and learn from others. Practice, feedback, and continuous learning are essential to developing effective leadership and management skills.

What are the Traits a Manager Possesses?

Below are four important traits of a manager:

1. The Ability to Execute a Vision

Managers build a strategic vision and break it down into a roadmap for their team to follow.

2. The Ability to Direct

Managers are responsible for day-to-day efforts while reviewing necessary resources, and anticipating the need to make changes along the way.

3. Process Management

Managers have the authority to establish work rules, processes, standards, and operating procedures.

4. People Focused

Managers are known to look after and cater to the needs of the people they are responsible for: listening to them, involving them in certain key decisions, and accommodating reasonable requests for change to contribute to increased productivity.

What are the Traits a Leader Possesses?

Below are five important traits of a leader:

1. Vision A leader knows where they stand, where they want to go and tend to involve the team in charting a future path and direction.

2. Honesty and Integrity Leaders have people who believe them and walk by their side down the path the leader sets.

3. Inspiration Leaders are usually inspirational-and help their team understand their own roles in a bigger context.

4. Communication Skills Leaders always keep their team informed about what's happening, both present and the future-along with any obstacles that stand in their way.

5. Ability to Challenge Leaders are those that challenge the status quo. They have their style of doing things and problem-solving and are usually the ones who think outside the box.

The Three Important Differences Between a Manager and a Leader

Being a manager and a leader at the same time is a viable concept. But remember, just because someone is a phenomenal leader, it does not necessarily guarantee that the person will be an exceptional manager as well, and vice versa. So, what are the standout differences between the two roles?

1. A Leader Invents or Innovates While a Manager Organizes
The leader of the team comes up with new ideas and kickstarts the organization's shift or transition to a forward-thinking phase. A leader always has his or her eyes set on the horizon, developing new techniques and strategies for the organization. A leader has immense knowledge of all the current trends, advancements, and skillsets-and has a clarity of purpose and vision. By contrast, a manager is someone who generally only maintains what is already established. A manager needs to watch the bottom line while controlling employees and workflow in the organization and preventing any chaos.

In his book, The Wall Street Journal Essential Guide to Management: Lasting Lessons from the Best Leadership Minds of Our Time, Alan Murray cites that a manager is someone who "establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance." Managers understand the people they work with and know which person is the best fit for a specific task.

2. A Manager Relies on Control, Whereas a Leader Inspires Trust: A leader is a person who pushes employees to do their best and knows how to set an appropriate pace and tempo for the rest of the group. Managers, on the other hand, are required by their job description to establish control over employees, which, in turn, helps them develop their assets to bring out their best. Thus, managers have to understand their subordinates well to do their job effectively.

3. A Leader Asks the Questions "What" and "Why", Whereas a Manager Leans More Toward the Questions "How" and "When": To be able to do justice to their role as a leader, some may question and challenge authority to modify or even reverse decisions that may not have the team's best interests in mind. Good leadership requires a great deal of good judgment, especially when it comes to the ability to stand up to senior management over a point of concern or if there is an aspect in need of improvement. If a company goes through a rough patch, a leader will be the one who will stand up and ask the question: "What did we learn from this?"Managers, however, are not required to assess and analyze failures. Their job description emphasizes asking the questions "how" and "when," which usually helps them make sure that plans are properly executed. They tend to accept the status quo exactly the way it is and do not attempt a change.

The Three Tests

In the article Three Differences Between Managers And Leaders, Vineet Nayar discusses three tests he devised to help managers decide if they have successfully made the shift from managing people to leading them.

1. Counting Value vs. Creating Value:

Managers are the only ones who count value, he says. There are some who cut down on the value by disabling or otherwise countering ideas and people who add value.
Leaders, however, focus instead on working to generate a certain value that is over and above that which the team creates-and is as much a creator of value as their followers. Nayar goes on to say, "Leading by example and leading by enabling people are the hallmarks of action-based leadership."

2. Circles of Influence vs. Circles of Power: As mentioned previously, managers have subordinates and leaders gain followers, which implies that managers create a circle of power while leaders create a circle of influence. Nayar offers advice on how to identify which circle you have around you. He says, "The quickest way to figure out which of the two you're doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader."

3. Leading People vs. Managing People: One responsibility of a manager is controlling a group in order to accomplish a specific goal. Leadership, on the other hand, is the ability of an individual to motivate, influence, and enable other employees to make a contribution to the success of an organization. Inspiration and influence separate leaders from managers-not control and power.

Final Deduction

Leading and managing are two contrasting ways of making employees work together more efficiently. Leadership is a spearhead for the new vision and initiatives, whereas management controls the resources effectively to bring those visions into the realm of reality. With the passing of time, you can shape your leadership skills by developing emotional intelligence and learning how to influence others.

Conclusion

In this leadership vs management article, you learned what leadership and management are all about. You discovered how both work in the context of corporate setup. Later, you went through the differences between leadership vs management. And finally, you dived into the article's deduction.

If you are a working professional who wants to start a management or leadership career by studying for an MBA while still working in a C-suite job. Check out Simplilearn's Professional Certificate Program In Business Analysis, where you will learn how to tackle complex business problems using in-demand tools.

You can also start with MBA with Simplilearn's PGDM program, in cooperation with JAGSOM, which can prepare you to be a business leader. This program provides a number of MBA specializations, including Digital Marketing, Operations, Business Analytics, and Data Analytics. After successful completion of this course, you will earn an accredited management degree. So, go ahead and start exploring!

If you have any questions or need clarification on any section of this leadership vs management article, please leave them in the comments section at the bottom of this page; we will respond to them soon.

FAQs

1. What is the major difference between leadership and management?

Leadership and management are different from each other in many ways, however, the major difference between them is that management is a group of entities that work to accomplish a goal. Whereas, the leadership takes care of motivating, influencing, and empowering employees. Influence and inspiration separate leaders from managers, not power and control.

2. What are the 6 differences between leadership and management?

1. Leaders create a vision, managers create goals.

2. Leaders are change agents, managers maintain their status..

3. Leaders and unique, managers are influenced

4. Leaders take risks, managers evaluate risk

5. It takes time to become a leader, but it is easier to become a manager

6. Leaders create relationships, managers create systems.

3. Which is more important, leadership or management?

Both leaders and managers are important to run a successful business. Leadership ensures the overall values and ethics of the organization, whereas managers structure teams to achieve targets.

4. What is the difference between management and leadership?

Leadership focuses on motivating employees, making them believe in your vision and setting the right work culture at the company. On the other hand, management stresses day-to-day task progress and related issues.

5. Which is better, management or leadership?

Both management and leadership are naturally crucial for the smooth working of an organization. But, leadership is ahead of the management - a well-balanced organizational leadership in the core. Disciple process, vision and passion are essential to building a successful business.

6. What are the two key differences between leadership and management?

The 2 key differences between leadership and management are -

1. Leadership creates values, management counts those values.

2. Leadership leads people, management manages the work people do.

7. What comes first, leadership or management?

Leadership comes first as they drive the organization with their vision.

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what is the difference between leadership and management

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Leadership vs Management: Understanding The Key Difference | Simplilearn

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Know the key difference between leadership vs. management. Understand what leadership is, what management is, and their roles. Read on for details.

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Far from simply setting up student schedules and administering placement and academic evaluation tests, school counselors are leaders who can have a huge impact on the acceleration and the enhancement of learning. They must possess the ability to negotiate, persuade others their ideas are worthwhile, and collaborate with principals and other school officials.

School counselors have many responsibilities, including counseling students, working with teachers and parents, referring students to outside agencies, participating in student welfare and learning support communities, and evaluating and improving their own school counseling program.

Listening

First and foremost, a school counselor needs to be a good listener. Often, they have several students they work with and may get very few chances to converse with them in a one on one setting. "The most basic of all human needs is the need to understand and be understood," said Ralph G. Nichols. "The best way to understand people is to listen to them."

To listen effectively, counselors must be fully in the moment, not thinking of their "to do" list but rather giving their full attention to the issue at hand. Reflecting back to the person, your perception of what they said helps show understanding, and lets them make corrections. The counselor must also keep an open mind, being careful not to make any judgments until they have heard the entire story. ¹

Being Empathetic

Often a part of listening, putting themselves in the shoes of the person speaking, whether that is a student or another school official, helps counselors truly understand the underlying issues.

"Without the ability to understand what the student is experiencing, a counselor cannot truly do an effective job," says Helen A. Hatridge, past president of the Missouri School Counselor Association. "Empathy leads to good listening and a better ability to help the client come up with solutions. It also helps the student feel more comfortable and willing to open up to a counselor." ²

To be more empathetic, it is essential for a counselor to put aside their viewpoint. At the same time, they need to validate the student's viewpoint, which does not always mean agreement. Instead it means acknowledging their right to have an opinion, and that they have valid reasons for it. Asking how that person thinks a situation should be handled or what they would do opens up an even deeper understanding. ³

Building Relationship

It takes time for a counselor to build a relationship with any student or even their peers. However, through listening and being empathetic, that process can be accelerated.

To feel free to talk to a counselor, a student must often "break the ice," and needs to feel trust, comfort, and acceptance. Students need to accept that the counselor is a professional caregiver, and someone they can turn to without fear of judgement.

A counselor who develops this trusting relationship with students can get a lot more done, An understanding of the kid culture and what they care about can go a long way toward providing that environment of trust and understanding.

Performing Assessments

Assessment skills are essential for any school counselor in a number of areas. From academic and skills assessment to personality testing and career advisement, the ability to discern the intersection of talent and desire is essential to offering good counsel.

Assessment also includes determining if a student has special needs and interpreting test and non-test data to decide where the student should be placed, and what programs will most benefit them.

Regardless of the reason for assessment, the steps often include, but are not limited to the following:

Choosing what tests should be administered and when.

Scheduling, preparing, and administering tests.

Scoring tests or sending them out to be scored.

Advising students, teachers, parents, and other staff on test score interpretation.

Evaluating the testing process, results, and subsequent recommendations.⁴

Assessments involve some testing but must also be combined with listening, empathy, and the relationship that has been built to determine how testing outcomes relate to personality, desires, and the goals of the student.

Coordinating Efforts and Activities

Efforts and activities can fall into a couple of different categories. A counselor will have to coordinate Individualized Education Plans (IEPs) for students, and other student specific plans as well. Along with coordinating individual student plans and interacting with teachers and other school officials, the school counselor often coordinates other activities and projects as well.

In many cases, the school counselor is in charge of parent newsletters, school announcements, managing social media accounts, and other community outreach and event planning efforts.

The ability to coordinate and manage these efforts and activities requires strong leadership and organizational skills. Teaching these skills to students by allowing them to take responsibility for their own educational goals and other efforts enables a counselor to show leadership by example.

Exercising Authority

In order to be able to implement programs, direct student activities and coordinate tasks, a counselor must exercise a certain amount of authority.

This means first of all that the counselor must be granted the authority to handle certain tasks by other school officials such as principals and administrators. The more their authority is validated by their actions, the more the counselor will be perceived as a leader by parents and students alike.

Secondly, the school counselor must be willing to wield the authority they have been granted, taking charge of tasks and situations, setting expectations, and holding those responsible to deadlines.

The counselor must also know in any given situation when to cross the line from friend to professional. If a student is being abusive or abused, a more professional response is ethically and legally mandated. It is the counselor's obligation to take charge and follow through, ensuring that student safety comes first.

Being Flexible

If one thing is certain in the field of education, it is that things will change. Interruptions, schedule changes, new programs, and new responsibilities all interrupt a counselor's daily routine.

Student needs and the needs of the school overall often take priority over scheduled meetings. Parent phone calls, staff concerns, talks in classrooms, and unexpected counseling needs can all be disruptive.

A successful counselor should:

Leave gaps in their day for unscheduled needs.

Use good time management techniques.

Set reasonable boundaries. Know what is worthy of an interruption, and what can wait.

Communicate clearly. Inform students, parents, and faculty of schedules and boundaries.

By remaining flexible, a counselor can better manage the stress inherent in the job and be more responsive when needs arise unexpectedly.

Having a Sense of Humor

Being able to see things from the side of humor has a number of advantages. It lets students see that the counselor is human and can not only laugh at situations but laugh at themselves as well.

This is frequently one of the biggest assets in building student trust and developing a relationship with them. It is often how those students relate to adults, whether through jokes or humorous anecdotes that illustrate a point the counselor is trying to get across.

Humor is also a stress reliever. Being able to see the humorous side of interruptions and other daily situations allows a counselor to relax and keep anxiety from taking over many scenarios.

It takes a combination of many leadership traits to make a school counselor effective. They must use listening skills and offer empathy in order to build relationships. A counselor must also perform assessments and coordinate activities and educational efforts. These duties mean they must remain flexible and exercise authority when appropriate.

Not one of these traits alone is enough, and no one is equally adept in all of them. They are taught and can be learned in a Master of Arts in Counseling with an emphasis in school counseling like the one offered by Wake Forest University. This graduate degree will prepare you for a career as a school counselor in almost any setting.
Sources: 1 2 3 ⁴ American Counseling Association, Assessment Skills for School Counselors Mind Tools, Empathy at Work Education World, School Counselors Reflective On What Makes Them Effective Fast Company, 5 Ways To Improve Your Listening Skills

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Leadership Traits Every Counselor Should Have

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Far from simply setting up student schedules and administering placement and academic evaluation tests, school counselors are leaders who can have a huge impact on the acceleration and the enhancement of learning. They must possess the ability to negotiate, persuade others their ideas are worthwhile, and collaborate with principals and other school officials.

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Everybody defines leadership differently but I really like the way John C Maxwell defines leadership, " A leader is one who knows the way, goes the way, and shows the way." Irrespective of how you define a leader, he or she can prove to be a difference maker between success and failure. A good leader has a futuristic vision and knows how to turn his ideas into real-world success stories. In this article, we take an in-depth look at some of the important leadership qualities that separate good leaders from a bad one.

15 Leadership Qualities That Make Good Leaders

Want to become a great leader? Here are fifteen leadership qualities that can make you a good leader.

1. Honesty and Integrity

The 34th President of United States, Dwight.D.Eisenhower once said, " The supreme quality of leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office." Honesty and integrity are two important ingredients which make a good leader. How can you expect your followers to be honest when you lack these qualities yourself? Leaders succeed when they stick to their values and core beliefs and without ethics, this will not be possible.

2. Confidence

To be an effective leader, you should be confident enough to ensure that other follow your commands. If you are unsure about your own decisions and qualities, then your subordinates will never follow you. As a leader, you have to be oozing with confidence, show some swagger and assertiveness to gain the respect of your subordinates. This does not mean that you should be overconfident, but you should at least reflect the degree of confidence required to ensure that your followers trust you as a leader.

3. Inspire Others

Probably the most difficult job for a leader is to persuade others to follow. It can only be possible if you inspire your followers by setting a good example. When the going gets tough, they look up to you and see how you react to the situation. If you handle it well, they will follow you. As a leader, should think positive and this positive approach should be visible through your actions. Stay calm under pressure and keep the motivation level up. As John Quincy Adams puts it, " If your actions inspire others to dream more, learn more, do more and become more, you are a leader." If you are successful in inspiring your subordinates, you can easily overcome any current and future challenge easily.

4. Commitment and Passion

Your teams look up to you and if you want them to give them their all, you will have to be passionate about it too. When your teammates see you getting your hands dirty, they will also give their best shot. It will also help you to gain the respect of your subordinates and infuse new energy in your team members, which helps them to perform better. If they feel that you are not fully committed or lacks passion, then it would be an uphill task for the leader to motivate your followers to achieve the goal.

5. Good Communicator

Until you clearly communicate your vision to your team and tell them the strategy to achieve the goal, it will be very difficult for you to get the results you want. Simply put, if you are unable to communicate your message effectively to your team, you can never be a good leader. A good communicator can be a good leader. Words have the power to motivate people and make them do the unthinkable. If you use them effectively, you can also achieve better results.

6. Decision-Making Capabilities

Apart from having a futuristic vision, a leader should have the ability to take the right decision at the right time. Decisions taken by leaders have a profound impact on masses. A leader should think long and hard before taking a decision but once the decision is taken, stand by it. Although, most leaders take decisions on their own, but it is highly recommended that you consult key stakeholders before taking a decision. After all, they are the ones who will benefit or suffer from your decisions.

7. Accountability

When it comes to accountability, you need to follow the approach highlighted by Arnold H Glasow when he said, " A good leader takes little more than his share of the blame and little less than his share of the credit." Make sure that every one of your subordinates is accountable for what they are doing. If they do well, give them a pat on the back but if they struggle, make them realize their mistakes and work together to improve. Holding them accountable for their actions will create a sense of responsibility among your subordinates and they will go about the business more seriously.

8. Delegation and Empowerment

You cannot do everything, right. It is important for a leader to focus on key responsibilities while leaving the rest to others. By that, I mean empowering your followers and delegating tasks to them. If you continue to micromanage your subordinates, it will develop a lack of trust and more importantly, you will not be able to focus on important matters, as you should be. Delegate tasks to your subordinates and see how they perform. Provide them with all the resources and support they need to achieve the objective and give them a chance to bear the responsibility.

9. Creativity and Innovation

What separates a leader from a follower? Steve Jobs, the greatest visionary of our time answers this question this way, " Innovation distinguishes between a leader and a follower." In order to get ahead in today's fast-paced world, a leader must be creative and innovative at the same time. Creative thinking and constant innovation is what makes you and your team stand out from the crowd. Think out of the box to come up with unique ideas and turn those ideas and goals into reality.

10. Empathy

Last but certainly not the least, is empathy. Leaders should develop empathy with their followers. Unfortunately, most leaders follow a dictatorial style and neglect empathy altogether. Due to this, they fail to make a closer connection with their followers. Understanding the problems of your followers and feeling their pain is the first step to become an effective leader. Even that is not enough until you work hard and provide your followers with the suitable solution to their problems.

When the going gets tough, the tough gets going. You might have heard this adage many times, but did you know that great leaders also follow this rule. They are resilient and have a positive attitude. Irrespective of how difficult the circumstances might be, you will find them rallying their followers. While most people are busy in complaining about the problems, great leaders always focus on solutions, not the problems.

Good leaders always have higher influence but how do they increase their influence on the point where people accept what they say. They do this by connecting with people emotionally. That is where emotional intelligence comes into play.

Here are some of the reasons why a leader should be emotionally intelligent.

Manage emotions effectively

Better social awareness

Seamless communications

Conflict Resolution

With emotional intelligence, leaders can control their emotions, which prevents negative emotions from influencing their decision-making skills. As a result, they are less likely to make hasty decisions. Moreover, emotionally intelligent leaders are great at understanding the emotions and care about the feelings of others. That is not all, leaders who have this leadership quality not only handles conflict in a better way but also play an important role in conflict resolution.

" Pride makes us artificial and humility makes us real."-Thomas Merton

How would you feel when you are promoted to leadership status? You will feel proud. A good leader is always selfless and always think about his or her followers. That is why the leadership styles most great leaders adopt put lots of emphasis on problem-solving and team dynamics instead of focusing on self-promotion.

One of the best ways to win the trust of your followers is by being transparent. Instead of hiding information, you should openly share it with them. By giving visibility to your followers, they will buy into your vision and support you with conviction in achieving the goal. More importantly, it gives your followers clarity, autonomy and make them feel more empowered while keeping them engaged.

" Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion. "-Jack Welch

Good leaders always have a vision and purpose. They not only visualize the future themselves but also share their vision with their followers. When their followers were able to see the big picture, they can see where they are heading. A great leader goes above and beyond and explain why they are moving in the direction they are moving and shares the strategy and action plan to achieve that goal.

Conclusion

To join the elite club of good leaders, you must have all these qualities but if you lack some of these qualities, then you might struggle to make the mark in the world of leadership. You will have to set a good example for others to follow. That is where your commitment, passion, empathy, honesty and integrity come into play. Good communication skills and decision-making capabilities also play a vital role in success and failure of a leader. Lastly, innovation and creative thinking, as well as the futuristic vision, are a couple of leadership qualities that make up good leaders.

Sarmad is a Digital Content Producer at TaskQue. He is passionate about writing and loves writing blogs and reading magazines. In his leisure time, he likes to watch the news and current affairs program.

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Top 15 Leadership Qualities That Make Good Leaders

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Want to know what characteristics are important to make great leaders. In this article, we discuss 15 characteristics of a good leaders.