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Emotional Inteligence - A Minute With John Maxwell, Free Coaching Video

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The more that you, as a leader, manage each of these areas, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.

Emotional Intelligence in Leadership

1. Self-awareness

If you're self-aware, you always know how you feel, and you know how your emotions and your actions can affect the people around you. Being self-aware when you're in a leadership position also means having a clear picture of your strengths and weaknesses, and it means behaving with humility.

So, what can you do to improve your self-awareness?

Keep a journal. Journals help you improve your self-awareness. If you spend just a few minutes each day writing down your thoughts, this can move you to a higher degree of self-awareness.

2. Self-regulation

Leaders who regulate themselves effectively rarely verbally attack others, make rushed or emotional decisions, stereotype people, or compromise their values. Self-regulation is all about staying in control.

This element of emotional intelligence, according to Goleman, also covers a leader's flexibility and commitment to personal accountability.

So, how can you improve your ability to self-regulate?

Hold yourself accountable. If you tend to blame others when something goes wrong, stop. Make a commitment to admit to your mistakes and to face the consequences, whatever they are. You'll probably sleep better at night, and you'll quickly earn the respect of those around you.

Practice being calm. The next time you're in a challenging situation, be very aware of how you act. Do you relieve your stress by shouting at someone else? Practice deep-breathing exercises to calm yourself. Also, try to write down all of the negative things you want to say, and then rip it up and throw it away. Expressing these emotions on paper (and not showing them to anyone!) is better than speaking them aloud to your team. What's more, this helps you challenge your reactions to ensure that they're fair!

3. Motivation

Self-motivated leaders work consistently toward their goals, and they have extremely high standards for the quality of their work.

How can you improve your motivation?

Re-examine why you're doing your job. It's easy to forget what you really love about your career. So, take some time to remember why you wanted this job. If you're unhappy in your role and you're struggling to remember why you wanted it, try the Five Whys technique to find the root of the problem. Starting at the root often helps you look at your situation in a new way. And make sure that your goal statements are fresh and energizing. For more on this, see our article on Goal Setting.

4. Empathy

For leaders, having empathy is critical to managing a successful team or organization. Leaders with empathy have the ability to put themselves in someone else's situation. They help develop the people on their team, challenge others who are acting unfairly, give constructive feedback, and listen to those who need it.

If you want to earn the respect and loyalty of your team, then show them you care by being empathic.

How can you improve your empathy?

Respond to feelings. You ask your assistant to work late - again. And although he agrees, you can hear the disappointment in his voice. So, respond by addressing his feelings. Tell him you appreciate how willing he is to work extra hours, and that you're just as frustrated about working late. If possible, figure out a way for future late nights to be less of an issue (for example, give him Monday mornings off).

5. Social Skills

Leaders who do well in the social skills element of emotional intelligence are great communicators. They're just as open to hearing bad news as good news, and they're experts at getting their team to support them and be excited about a new mission or project.

Leaders who have good social skills are also good at managing change and resolving conflicts diplomatically. They're rarely satisfied with leaving things as they are, but they don't sit back and make everyone else do the work: they set an example with their own behavior.

So, how can you build social skills?

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Emotional Intelligence in Leadership - Learning How to Be More Aware

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Relating to others is vital in today's workplace. Learn how to build your emotional intelligence (EI) with this article.

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Aspects of Emotional Leadership Required for Effective Leadership

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Aspects of Emotional Leadership Required for Effective Leadership

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Why Emotional Intelligence Is Indispensable For Leaders?

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Why Emotional Intelligence Is Indispensable For Leaders?

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

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

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

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

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

* Anxiety

* Depression

* Grief

* Trauma

* Eating disorders

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

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

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

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

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Council Post: Why Emotional Intelligence Is Indispensable For Leaders

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

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Global Emotional Intelligence  Test

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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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The Measurement of Emotional Intelligence

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The Measurement of Emotional Intelligence

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O’Connor, P., Hill, A., Kaya, M., & Martin, B. (2019). The measurement of emotional Intelligence: A critical review of the literature and recommendations for researchers and practitioners. Frontiers in Psychology

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Leadership Practices of School Counselors

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Leadership Practices of School Counselors

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Mason, E. & McMahon, G. (2009). Leadership practices of school counselors. Professional School Counseling, 13(2), 107.

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Incorporating Leadership Models Into Counseling 

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Incorporating Leadership Models Into Counseling 

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Walz, G. R., & Bleuer, J. C. (2016). Incorporating leadership models into counseling supervision: Recommendations to strengthen services. VISTAS. 1-11

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High-impact leaders in a time of leadership crisis

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High-impact leaders in a time of leadership crisis

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Gandolfi, F., & Stone, S. (2016). Clarifying Leadership: High-impact leaders in a time of leadership crisis. Review of International Comparative Management / Revista de Management Comparat International, 17(3), 212–224

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Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant Leadership. Journal of Management Research, 18(4), 261–269L

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Scale development and construct clarification of servant Leadership

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Scale development and construct clarification of servant Leadership

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Barbuto, J. E., & Wheeler, D. W. (2006). Scale development and construct clarification of servant Leadership. Group and Organization Management. 31. 300-326

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Servant leadership theory: Opportunities for additional theoretical integration

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Servant leadership theory: Opportunities for additional theoretical integration

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Heyler, S. G., & Martin, J. A. (2018). Servant leadership theory: Opportunities for additional theoretical integration. Journal of Managerial Issues, 30(2), 230–243.

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Allen, G. P., Moore, W. M., Moser, Neill, K. K., Sambamoorthi, U., & Bell, H. S. (2016). The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy. American Journal of Pharmaceutical Education, 80(7), 1–7.

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George P. Allen, PharmD, a W. Mark Moore, PharmD, b Lynette R. Moser, PharmD, c Kathryn K. Neill, PharmD, d Usha Sambamoorthi, PhD, e and Hershey S. Bell, MD, MS f

Abstract

A variety of changes are facing leaders in academic pharmacy. Servant and transformational leadership have attributes that provide guidance and inspiration through these changes. Servant leadership focuses on supporting and developing the individuals within an institution, while transformational leadership focuses on inspiring followers to work towards a common goal. This article discusses these leadership styles and how they may both be ideal for leaders in academic pharmacy.

Keywords: servant leadership, transformational leadership, leadership

INTRODUCTION

METHODS

The original debate topic of a preferred style of leadership in academic pharmacy was discussed and developed in September 2014. Five team members conducted a literature review to identify references. Keywords included leadership style, servant leader, transformational leader, servant leadership, service leadership, and transformational leadership. The literature search was completed in December 2014. Resources searched were PubMed, Google Scholar, EBSCO, and the Harvard Business Review. References of selected articles were used to identify additional resources, and authors' collections of books were searched. More than 50 sources of information were used in the development of the point and counterpoint discussions. The discussion question was refined over several weeks to determine the final point and counterpoint arguments that were presented in a debate format in February 2015 at the American Association of Colleges of Pharmacy (AACP) Interim Meeting in Austin, TX.

POINT: SERVANT LEADERSHIP IS PREFERRED TO TRANSFORMATIONAL LEADERSHIP IN ACADEMIC PHARMACY

Greenleaf describes the servant leader as one who "begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead." Servant leadership can be a philosophy, a set of leadership practices, and a set of leadership qualities (). Since 1995, authors have defined and refined the characteristics of a servant leader. Although Russell and Stone distinguished at least 20 attributes of servant leadership, Spears summarized 10 characteristics of servant leaders as: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. While the theory of servant leadership resembles other leadership theories, none of the other theories encompass all the characteristics of a servant leader. A servant leader shares power, puts the needs of others first, helps individuals develop and optimize performance, is willing to learn from others, and forsakes personal advancement and rewards. Servant leaders concentrate on performance planning, day-to-day coaching, and helping people achieve. They provide vision, and their team understands their expectations and desired outcomes. The ultimate responsibility of the servant leader is the enduring investment of the leader's life in the lives of those who follow. As the ancient Chinese philosopher Laozi said "A leader is best when people barely know he exists; when his work is done, his aim fulfilled, they will say: we did it ourselves."

Table 1.

Shared governance is expected and widely practiced in academic pharmacy. Leaders who seek power do not truly develop others, and power must be shared to succeed. However, servant leadership makes shared governance feasible and less formidable. In a turbulent organizational landscape, employers utilize shared governance as they rely on employees to be creative, autonomous problem solvers. A servant leader builds teams, listens, heals, persuades and empowers followers until a consensus is reached. A servant leader ensures successful shared governance by building effective teams. Indeed, servant leadership promotes team effectiveness. For example, using the servant leadership questionnaire, the team effectiveness scale, and structural equation modeling, servant leadership was positively associated with the effectiveness of the team.

In addition to upholding the key features of the academic enterprise, servant leadership produces results. For example, servant leadership and job satisfaction have a strong relationship for faculty and nonfaculty members. Studies also suggest increased organizational commitment under servant leadership, with productivity increasing by as much as 50%.

The servant leadership model is not without its critics. Some critics posit that servant leaders may fall short when compared to transformational leaders when business environments are extremely competitive, experience rapid change, require risk taking, and involve a careful balance of organizational and individual goals. However, in 2011 servant leadership was practiced by half of the top-10 companies ranked by Forbes Magazine: SAS (1), Wegmans Food Market (3), Zappos.com (6), Nugget Market (8) and Recreational Equipment Incorporated (9). The size of the company was not a factor as the servant leader organizations ranged in size from 1200 to 167 000. In 2014, one-third of the top 35 companies practiced servant leadership, most of which are household names: Marriott, FedEx, Southwest Airlines, AFLAC, Starbucks, Men's Wearhouse, Nestle, ServiceMaster, UPS, GE. Thus, servant leadership produces results in numerous industries in ever-changing environments.

Academic pharmacy calls for servant leadership because it thrives on shared governance and development of individuals. In addition, academic pharmacy is now being re-engineered and restructured. The profession has moved from a product orientation to a patient focus. Clinical training requirements have greatly expanded. Providing high-quality and safe medical care with continuous quality improvement is expected. Service to the patient requires academic pharmacists to be servant leaders with empathy, kindness, healing, and persuasion.

COUNTERPOINT: TRANSFORMATIONAL LEADERSHIP IS PREFERRED TO SERVANT LEADERSHIP IN ACADEMIC PHARMACY

The transformational leadership model was conceived in part by James MacGregor Burns in 1978 and Bernard Bass in 1985. A major distinction between transformational leadership and servant leadership is the focus of the leader (). Whereas a servant leader focuses on his or her followers, a transformational leader primary focuses on the organization and collective goals, and organizational growth and development is a priority. Despite this focus on the organization, the needs of followers are not ignored. Indeed, a transformational leader empowers and inspires followers to share a collective organizational vision, and encourages behaviors such as intellectualism, innovation, creativity, and risk-taking, and the development and success of followers is an important outcome. A transformational leader serves as a role model, mobilizes commitment, and uses motivation, encouragement, inspiration, and charismatic influence to develop followers and the organization.

Transformational leadership consists of four key behavioral components. The first is charismatic leadership or idealized influence. A transformational leader places an emphasis on the needs of others, serves as an inspirational role model, instills pride and optimism, and emphasizes commitment, alignment around a shared purpose, high ethical and moral standards, and respect and trust. As a result, such leaders are admired, respected, trusted, and viewed as a role model by their followers. The second behavioral component is inspirational motivation. The leader articulates an organizational vision, demonstrates a sincere and passionate commitment to that vision and related goals, and clearly communicates expectations. The leader is enthusiastic, optimistic, motivational, and inspirational. Idealized influence and inspirational motivation foster alignment around shared goals within an environment of high ethical and moral standards that supports and strengthens shared governance within an academic community. The third behavioral component is intellectual stimulation. A transformational leader encourages creativity, innovation, risk-taking, and a willingness to abandon inefficient systems, and followers are stimulated to question assumptions, approach issues in novel ways, and creatively solve problems. Academic freedom, lifelong learning, and scholarship flourish within an environment that encourages intellectual stimulation. The fourth behavioral component is individualized consideration. A transformational leader evaluates and considers the distinct needs of each individual follower, creates a supportive environment that is focused on followers' achievement and growth, and uses coaching, mentoring, creation of new development opportunities, and continuous feedback to empower followers and help them achieve their potential. Principles such as motivational interviewing and counseling impact followers' interactions with students and patients within an academic health care environment.

A transformational leader uses the four behaviors to motivate followers. Motivation is dependent on followers aligning with the vision, mission, and collective goals of the organization. The transformational leader is able to unite and align followers around collective goals that promote a collaborative approach to problem solving and resource management. To achieve this, followers must trust, admire, and respect their leader, and be motivated to perform beyond expectations. Together, these factors will drive the success of the organization.

Critiques of the transformational leadership model propose that a transformational leader's focus on the organization may lead to an environment in which the leader devotes excessive time to evaluating performance and protecting hierarchies within the organization, thus "weeding out" underperforming employees who fail to contribute to the efficiency of the organization, rather than creating sustainable growth. However, a transformational leader focuses on the growth and development of individual followers, resulting in followers who succeed. In addition, followers of a transformational leader, because of their increased organizational commitment, will be motivated to outperform expectations.

The most important characteristic of a transformational leader arguably is charisma. But what if a leader lacks charisma? Current descriptions of the transformational leadership model prefer the term "idealized influence," which results from the use of intellectual stimulation, inspirational motivation, and individual consideration. Leaders who employ these behaviors and develop emotional bonds with followers are then perceived as charismatic.

The potential for "moral shortcomings" in a transformational leader is also proposed. A transformational leader may choose to adopt unethical behaviors or behave immorally. However, a transformational leader is devoted to the collective good, empowerment of followers, and to a culture of shared values and goals, and thus immoral behavior would not be acceptable. In a seminal work describing the transformational leadership model, Burns stated, "[transformational] leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality."

Ultimately, both servant and transformational leadership styles value human resources and support followers' individual development. However, academic pharmacy, in which challenges from students, community stakeholders, and the health care system arise constantly, represents the type of dynamic environment for which transformational leadership is an ideal fit. Transformational leadership values risk taking, innovation, and intellectualism. It strives to change the status quo, is best suited for changing environments facing incredible external pressures, and creates an "empowered, dynamic organizational culture."

Leaders from a variety of backgrounds demonstrate transformational leadership through dynamic change. Franklin Roosevelt led the country through a time of turmoil and uncertainty following the Great Depression by establishing his New Deal. Henry Kaiser was a founder of medical transformation on a population level with the initiation of the Kaiser Foundation and Kaiser Permanente. Andrew Carnegie's philanthropic legacy heralded new opportunities for the arts and future leaders. Henry Ford created a corporate model in the transportation industry that survives more than 100 years later. Bill Gates revolutionized the electronic age through his work with Microsoft, and he and his wife Melinda, set an example for philanthropic models of educational transformation through their foundation. Walt Disney revolutionized the entertainment industry and engaged members of families from the youngest to the oldest with adventures that resonate regardless of time or vantage through movies and theme parks.

As outlined above, academic pharmacy is experiencing unprecedented pressures to adjust to rapid changes in education, research, and the health care environment. Risk-taking attitudes and behaviors required to successfully navigate a rapidly changing environment are key elements of transformational leaders, who are better suited to navigate individual and organizational decisions when change is required. Additionally, transformational leaders within a service-oriented industry typically demonstrate highly effective emotional intelligence. Leaders with more emotional intelligence are rated as more effective by followers and shape better climates of service. This enhances the leader's ability to mediate between an organization's goals and those of the individual. Such leaders anticipate reactions employees may exhibit, and therefore, are ready to adapt and incorporate components that address emotional reaction. This ability allows a transformational leader to change inefficient financial, educational, or human resources systems in a more aggressive manner than followers in a servant leadership model would tolerate. Communication skills that target conflict resolution and recognize employees' needs are essential to transformational leaders. Ultimately, no organization can be successful without a committed team. By focusing on the success of the "we" and not the "I," transformational leaders unite their followers in a shared vision for the organization and empower their workers to achieve team goals. Thus, this strategy is best suited to academic pharmacy.

CONCLUSION

Determining the most appropriate leadership model for academic pharmacy is open to debate. The skill set required of servant and transformational leaders is different. A servant leader is one who leads from behind by supporting the development of individuals in the organization while a transformational leader provides a common goal and vision and develops individuals to meet those goals. Servant leadership would be congruent with developing faculty members, encouraging scholarship and innovation in teaching, and building toward producing pharmacists who develop empathy with patients and motivates patients to develop healthy lifestyle choices. The transformational leader is uniquely qualified to move an organization during a time of high external pressures. The transformational leader emphasizes intellectual stimulation, innovation, and creativity in a way that can effectively develop faculty members to be successful in the competitive promotion and tenure process. Leaders in academic pharmacy must evaluate which leadership model fits the needs of their environment as well as their individual skill set.

ACKNOWLEDGMENTS

We would like to acknowledge the American Association of Colleges of Pharmacy for providing the Academic Leadership Fellows Program and giving us the opportunity to participate in the Fellow Debates at the 2015 AACP Interim Meeting.

REFERENCES

3. Accreditation Council for Pharmacy Education. Accreditation standards and key elements for the professional program in pharmacy leading to the doctor of pharmacy degree: Standards 2016. Released Feb. 2, 2015. https://www.acpe-accredit.org/pdf/Standards2016FINAL.pdf. Accessed August 31, 2015.

4. Interprofessional Education Collaborative expert panel. Core competencies for interprofessional collaborative practice: report of an expert panel. Washington, DC: Interprofessional Education Collaborative; 2011. http://www.aacn.nche.edu/education-resources/ipecreport.pdf. Accessed August 31, 2015.

9. Greenleaf RK. [ Servant Leadership - A Journey into the Nature of Legitimate Power and Greatness. Costa Mesa, CA: Paulist Press; 1977. Google Scholar]

12. Blanchard K. Reflections on Encourage the Heart. In: Kouzes and Posner, eds. Christian Reflections on the Leadership Challenge. San Francisco, CA: Jossey-Bass; 2004:101-116.

15. Wilson JK. Patriotic Correctness: Academic Freedom and Its Enemies. Boulder, CO: Paradigm Publishers; 2008.

17. Ortberg N. Reflections on Enable Others to Act. In: Kouzes and Posner, eds. Christian Reflections on the Leadership Challenge. San Francisco, CA: Jossey-Bass; 2004:85-98.

22. Drury S. Teacher as servant leader: a faculty model for effectiveness with students. Proceedings of the 2005 Servant Leadership Research Roundtable. 2005 [ Google Scholar]

26. Romig DA. [ Side by Side Leadership: Achieving Outstanding Results Together. Austin, TX: Bard Press; 2001. Google Scholar]

36. Kahaleh AA, Mort J, Traynor A. Designing, implementing, and refining student leadership development programs in pharmacy curricula[webinar].

45. Bass BM. New paradigm of leadership: an inquiry into transformational leadership. Alexandria, VA: Army Research Institute for the Behavioral and Social Sciences. 1996. [ Google Scholar]

58. Burns JM. [ Leadership. New York, NY: Harper & Row; 1978. Google Scholar]

Articles from American Journal of Pharmaceutical Education are provided here courtesy of American Association of Colleges of Pharmacy

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The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy

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George P. Allen, PharmD, a W. Mark Moore, PharmD, b Lynette R. Moser, PharmD, c Kathryn K. Neill, PharmD, d Usha Sambamoorthi, PhD, e and Hershey S. Bell, MD, MS f A variety of changes are facing leaders in academic pharmacy. Servant and transformational leadership have attributes that provide guidance and inspiration through these changes.

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Adopting a Relational Leadership as a Strategy for Empowering Teacher Counselors: A Pathway to Promoting Learners’ Well-Being and Empowerment

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Adopting a Relational Leadership as a Strategy for Empowering Teacher Counselors: A Pathway to Promoting Learners’ Well-Being and Empowerment

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Lephoto, R. (2019). Adopting a Relational Leadership as a Strategy for Empowering Teacher Counselors: A Pathway to Promoting Learners’ Well-Being and Empowerment. Gender & Behaviour, 17(3), 13777–13793.

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Authentic leadership--is it more than emotional intelligence? 

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Authentic leadership--is it more than emotional intelligence? 

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Duncan, P., Green, M., Gergen, E., & Ecung, W. (2017). Authentic leadership--is it more than emotional intelligence? Administrative Issues Journal: Education, Practice & Research, 7(2), 11–22.

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Transactional Leadership in Current Higher Education: A Brief Comparison

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Transactional Leadership in Current Higher Education: A Brief Comparison

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Khan, N. (2017). Adaptive or Transactional Leadership in Current Higher Education: A Brief Comparison. International Review of Research in Open & Distance Learning, 18(3), 178–183.

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Sacavém, A., Martinez, L. F., da Cunha, J. V., Abreu, A. M., & Johnson, S. K. (2017). Charismatic Leadership: A Study on Delivery Styles, Mood, and Performance. Journal of Leadership Studies, 11(3), 21–38.

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How to Develop a Compelling Leadership Philosophy

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Your leadership philosophy is how you view yourself in the role of a leader. Here, we share how to develop your own leadership philosophy.

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At the beginning of each advanced leadership workshop session, business thought leader John Spence asks attendees how many currently have a written list of their key leadership values. Much to his surprise, only one or two out of 100 to 150 executives raise their hands.

As a result, Spence wonders how executives successfully lead their organizations and project teams. "I just have a hard time believing that if you've never taken the time to truly think through what kind of leader you want to be, what your leadership values are, what sort of leadership legacy you want to leave ... and then write those things down so that you have a clear and focused guide for your self-leadership ... that you would be a truly effective leader of others," he wrote.

Defining your leadership philosophy and then completing your personal leadership philosophy can help guide and direct how you'll lead others.

What Is a Leadership Philosophy?

A leadership philosophy provides insight into the ideas, values, attributes and expectations that comprise how you approach leadership. Your leadership philosophy reflects what is important to you as a leader, so that you'll be grounded in it and so that others can understand what you stand for and what they can expect from you as a leader.

Leadership coach Deb Calvert identifies three defining aspects of a leadership philosophy.

It's personal. There is no right or wrong.

It's something that you choose. Not having a leadership philosophy leads to an "accidental" philosophy that is vague and unclear to others - as well as to you, even. By having a leadership philosophy, you're making a deliberate and intentional choice based on reflection and determinations.

It's meant as a foundation. Your leadership philosophy provides clarity to guide decisions and a focus for everyday activities and responsibilities.

There are key elements in your leadership philosophy that you'll want to model as a leader. Spence noted some of the most important characteristics people feel make an "ideal leader."

Honest/integrity/character

Visionary

Highly competent

Excellent communicator

Team player/collaborative

Innovative/risk taker

Decisive

Fair and supportive

Creates clear goals and direction

Respect/recognition

Passionate/inspiring

Personally accountable

Proactive/action oriented

Customer/quality focused

How to Develop Your Personal Leadership Philosophy (PLP)

While some leaders may be aware of their leadership philosophy, few have written down these leadership characteristics. For communicating your personal leadership philosophy (PLP), Calvert provides a description of what it means to have a PLP, with bolded verbs that create a step-by-step process for building your PLP.
Successful Leaders know their Personal Leadership Philosophy (PLP) and communicate it by living it passionately every day in all they say and do. They have taken the time to determine who they are, their values and priorities. They know their course and have set their internal compass, which gives them greater self-knowledge, greater self-confidence, and improved effectiveness as a leader. This is accomplished by writing a Personal Leadership Philosophy, which states the core values you live by, what you expect of your people, what they can expect of you, and how you will evaluate performance. -Ed Ruggero, The Leader's Compass: A Personal Leadership Philosophy Is Your Key to Success
You can't develop a meaningful PLP without first determining who you are as a leader, including your values and priorities. What do you believe? What values do you refuse to compromise? And what causes you to have these values? What is the single most important thing to you?

Communicate Your Core Values and Expectations

The act of writing out or communicating your PLP is important. By putting it in writing, you:

Provide clarity and objectivity

Signal that you're serious

Make a commitment

Keep your values and expectations consistent

Cause self-reflection

Make yourself accountable

Make it easier to share

You need clarity, commitment, consistency and accountability. By putting something in writing, you'll take a step back and evaluate your PLP more objectively. Writing it down will help you insert a great deal of thought and analysis - not just emotion - into your philosophy.

Determine Who You Are Through Your PLP

The next step involves becoming intimately familiar with your PLP.
"You have to know your own PLP so well that you live and breathe it," Calvert says. "If it is to guide your actions and provide examples to others of who you are and what you stand for, then you need to be intimately familiar with your PLP. This can't be an occasional thing that you bring out when it suits you ... It needs to be a constant expression."
Once you truly know your PLP, you'll have a strong hold on what you believe in and what you stand for. This leads to authenticity, credibility, clarity, determination and other outcomes.

Set Yourself to Your PLP and Live by It

Let your PLP guide how you lead others. By doing this, you'll project confidence because you know exactly where you're going and you'll have no doubts how you're going to get there. Others will notice, get inspired and be more willing to follow you.

Writing Your PLP Communicates What Matters to Those You Lead

Communicating your PLP takes place through your actions and by distributing it to others. Make sure you're clear and confident in what you stand for; you shouldn't change your PLP very often. Allow some time for it to reach a point where you can live with it for a long time.

Personal Leadership Philosophy Examples

There are different styles of PLPs that you can emulate when you write your document. Leadership training company Academy Leadership has several examples of PDFs. The second example is especially noteworthy for its structure and approach.
"My Leadership Philosophy is based upon the [principles] that I have learned through the study of both strong and weak leaders," Dennis C. Parker, president and CEO of Active Minerals International, wrote in the introduction of his PLP. "It is my belief that following these [principles] will be the most profitable and rewarding way to lead my life and positively impact the lives of those around me."
Parker used the following headers to structure his PLP.

I lead by: Making and keeping commitments, integrity and character, setting goals and earning credibility, along with other leadership qualities.

I place great value in: Honesty, trust, credibility, communication, knowledge, quality and other traits.

What I expect: Telling the truth in a timely manner, showing respect through words and deeds, being a team player and other expectations.

Things I do not accept: Unsafe working environments and safety violations, lying, negligence, types of disruptive or disrespectful behavior and other negative behavior and motives.

Understanding and applying leadership principles requires a strong understanding in business theory and practice. This might mean you'll want to obtain some relevant formal education such as Aurora University's online MBA program that helps students develop the knowledge and skills needed to lead others and advance their careers.

This post was authored by Brian Neese
Brian has been writing about online education for more than five years, with specialties in health care, business and education. In his spare time, he enjoys sports, movies and spending time with family and friends.
Ms. Career Girl was started in 2008 to help ambitious young professional women figure out who they are, what they want and how to get it.

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Developing a Leadership Philosophy - Ms. Career Girl

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At the beginning of each advanced leadership workshop session, business thought leader John Spence asks attendees how many currently have a written list of their key leadership values. Much to his surprise, only one or two out of 100 to 150 executives raise their hands.

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Creating Your Personal Leadership Philosophy. 

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Creating Your Personal Leadership Philosophy. 

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References

Benson, D. (2015). Creating Your Personal Leadership Philosophy. Physician Leadership Journal, 2(6), 64–66.

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Deierlein, T. (2015). Why You Should Have a Written Leadership Philosophy. Leader to Leader, 2015(77), 13–18

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Book Review: The Five Dysfunctions of a Team

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Book Review: The Five Dysfunctions of a Team