EDUCATIONAL LEADERSHIP

Educational leadership is the process of enlisting and guiding the talents and energies of
teachers, pupils, and parents toward achieving common educational aims.

Educational leadership involves working with and guiding teachers toward improving educational
processes in elementary, secondary and postsecondary institutions. Those in educational
leadership roles tend to go above and beyond just management and administrative tasks,
however. They are trained to advance and improve educational systems and create and enact
policies. Educational leaders usually are employed as school principals or administrators but can
take on additional roles, such as department chair or academic dean.

Function of Educational Leadership

Professionals working in educational leadership focus on improving educational
programming. They hire and manage teachers and staff, prepare budgets, set curriculum
standards and set school-wide policies. They might work on team building efforts or
restructure the organization to affect necessary change. Many educational leaders are
involved with policy development or reform issues dealing with education on the local,
state or national level.
An educational leader serves as a guide and influences other educators in an
administrative setting. In some cases, it may be a team of educational leaders. Leaders in
these executive roles work toward finding ways to improve learning and to improve the
process of educating students. They serve in elementary, secondary, and postsecondary
institutions as well as early childhood education centers. 
The educational leader in children’s education and care services has an influential role in
inspiring, motivating, affirming and also challenging or extending the practice and
pedagogy of educators. The role is a collaborative endeavour involving inquiry and
reflection, which can significantly impact on the important work educators do with children
and families.

The Makings of a Successful School Leader

But what makes a successful school leader? How do you become truly effective as a principal or
in a leadership position? While there is no one solution to successful school leadership, there are
certain strategies, skills, traits and beliefs that many of the most effective school leaders share.

1. They Understand the Importance of Building Community

Effective school leaders build and sustain reciprocal family and community partnerships and
leverage those partnerships to cultivate inclusive, caring and culturally responsive school
communities. To build these community networks it is essential that school leaders are visible in
their schools and community, develop trust and create a sense of transparency and shared
purpose with parents, staff, community members and students.

Megan Tschannen-Moran, author and professor of educational leadership at the College of

William and Mary, discusses the importance that trust plays in building communities in her book,
“Trust Matters: Leadership for Successful Schools.”
Tschannen-Moran explains, “In schools with high levels of trust:

 Teachers are motivated and willing to try new strategies because they trust leaders to
support them.
 Students are motivated and connected to the school because they trust their teachers.
 Families are supportive because the principal and teachers have built trusting relationships
with them.”

2. They Empower Teachers and Cultivate Leadership Skills

Great school leaders know that they are not running a one-man show; that they cannot do it all
alone. They know that they must surround themselves with great teachers and colleagues and,
not only that, they must fully support teachers and staff by encouraging them to continually learn,
develop and, perhaps most important, become leaders themselves.

It is no secret that when people are fulfilled and given opportunity for career growth, as well as
autonomy and control over their careers, they are more productive, more engaged and more
effective overall. In a recent Gallup poll, it was discovered that 33 percent of U.S. teachers are
engaged in their work, while 51 percent are not engaged and 16 percent are actively disengaged.
These statistics are startling to say the least.

Through offering professional development opportunities and support services to teachers, as well
as by creating an environment where teachers are able to experiment, innovate and lead,
principals can ensure a healthy environment for educators that will have positive repercussions for
students. Another Gallup study found that “highly talented principals on Gallup’s Principal Insight
assessment were 2.6 times more likely to have above average employee engagement at the
schools they lead three years later.” Gallup has studied the issue closely, even issuing a report
titled “Six Things the Most Engaged Schools Do Differently.”

In his book, “What Great Principals Do Differently,” education author and researcher Todd

Whitaker wrote: “Great principals focus on improving the quality of the teachers within their
buildings. By carefully hiring the best teachers, by supporting their efforts and their ambitions, by
holding all staff members to high expectations, and by working to carefully support the individual
development of each professional, principals impact student achievement.”

3. They Utilize Data and Resources

Successful school leaders use data, including standardized and school-based assessments, to
drive continuous improvement through site-based decision-making for the express purpose of
promoting equitable and culturally responsive opportunities for all students. The opportunities that
data present are many and the most effective leaders are able to leverage that data to make
strategic decisions to benefit their students.

According to educational technology company Illuminate Education, “building a foundation for

data-driven decision making” is the first of “Six Steps for School Leaders to Use Data Effectively.”

A report from the Wallace Foundation asserts that: “When it comes to data, effective principals try
to draw the most from statistics and evidence, having ‘learned to ask useful questions’ of the
information, to display it in ways that tell ‘compelling stories’ and to use it to promote ‘collaborative
inquiry among teachers.’ They view data as a means not only to pinpoint problems but to
understand their nature and causes.”

4. They Have a Vision and a Plan

The very best leaders are also visionaries. They have a goal that they can unite a team around
and a plan to help them get there. Not just that, but they are able to clearly articulate their school
vision and goals.

Vision is perhaps one of the most important qualities a leader can have as it provides momentum
and direction, not just for the team leader but for each and every team member. Of course, in
order for leaders to be successful in pursuing their vision and enacting their plan, they must pair
their vision with unrelenting passion. Vision and passion from an effective leader should generate
inspiration, motivation and excitement that permeates throughout the school.

According to a “Successful School Leadership” report published by UK-based Education

Development Trust, “Effective head teachers provide a clear vision and sense of direction for the
school. They prioritize. They focus the attention of staff on what is important and do not let them
get diverted and sidetracked with initiatives that will have little impact on the work of the students.”

5. They Create Collaborative, Inclusive Learning Environments

Inclusive learning provides all students with access to flexible learning choices and effective paths
for achieving educational goals in spaces where they experience a sense of belonging. The best
educators know this and prioritize inclusivity, creating safe learning environments that nurture
every student. Leaders that prioritize inclusive learning also typically believe that every person can
contribute to the greater learning community and therefore they encourage collaboration between
faculty as well as students.

“Perhaps the most critical role in successful inclusive schools is the role of the principal,” wrote
the Inclusive Schools Network. “The school principal’s active participation is the single most
important predictor of success in implementing change, improving services, or setting a new
course. The school principal is central to facilitating systemic change and leading faculty to adopt
new attitudes and new practices.”

6. They Are Passionate About Their Work

Passion is a critical ingredient for nearly anyone who wants to be successful and happy in their
job. But passion is especially important for school leaders, who typically have a great influence on
their school’s climate and culture.

Passionate people have a contagious energy that can greatly affect teacher satisfaction and drive
as well as student performance. “All the knowledge in the world can’t make a good leader: It’s the
care for the work and the people who collaborate with you that makes the difference,” wrote
Forbes. “This is in large part because people want to follow a passionate leader. Someone who
cares about not only the cause for which he or she is working, but also the other people who are
involved in the effort. Passion for the projects, for the company and for the people involved are key
to successful leadership.”

7. They Encourage Risk-Taking

What most educators already know is that failure can be the greatest teacher. Just as teachers
should encourage risk-taking amongst their students in order to spur growth, truly effective leaders
encourage risk-taking amongst their subordinates and colleagues by creating a supportive
environment that rewards not just successful ideas or initiatives but effort as well, no matter the
outcome.

“Failure is required for learning, but our relentless pursuit of results can also discourage
employees from taking chances. To resolve this conflict, leaders must create a culture that
supports risk-taking,” wrote the Harvard Business Review. “One way of doing this is to use
controlled experiments — think A/B testing — that allow for small failures and require rapid
feedback and correction. This provides a platform for building collective intelligence so that
employees learn from each other’s mistakes, too.”

8. They Lead by Example

We’ve all heard the saying, “Do as I say, not as I do.” Of course, the irony is that actions are much
more telling than words. Leaders who lead by example position themselves as tremendous role
models for not only the students in their school or district but for colleagues and parents as well. A
leader that leads by example almost always receives respect and admiration, without which he or
she will find little luck in leadership. As philosopher and physician Albert Schweitzer once said,
“Example is not the main thing in influencing others; it is the only thing.”

9. They Persevere – Staying with a School for at Least Five Years

Change, while good, can also be disruptive when it occurs too frequently. In the case of school
leadership, it has been documented that frequent turnover results in a negative school climate,
which in turn has a negative effect on student performance.

“Committed and effective principals who remain in their schools are associated with improved
schoolwide student achievement. As a corollary, principal turnover is associated with lower gains
in student achievement,” reported the Learning Policy Institute. “Principal turnover has a more
significant negative effect in high-poverty, low-achieving schools — the very schools in which
students most rely on their education for future success. The negative effect of principal turnover
suggests that principals need time to make meaningful improvements in their schools. One study
found that it takes, on average, 5 years of a new principal leading a school for the school’s
performance to rebound to the pre-turnover level.”

The best leaders, therefore, are willing to commit to a school and persevere despite the obstacles
or challenges. After all, realizing a vision doesn’t happen overnight; true transformation takes time.
A leader’s commitment displays not only passion but dedication, which can have a tremendously
positive effect on school culture.

10. They Are Lifelong Learners

Perhaps the most important of all qualities that a school leader can possess is the unquenchable
thirst for knowledge. As John F. Kennedy said, “leadership and learning are indispensable to each
other.” The best leaders, no matter what industry they work in, know they will never know it all.
They are humble in their knowledge yet confident in their abilities. They’re endlessly curious
individuals who never stop questioning, and learning.

The Harvard Business Review put it perfectly when they said: “It takes a real sense of personal
commitment, especially after you’ve arrived at a position of power and responsibility, to push
yourself to grow and challenge conventional wisdom. Which is why two of the most important
questions leaders face are as simple as they are profound: Are you learning, as an organization
and as an individual, as fast as the world is changing? Are you as determined to stay interested as
to be interesting? Remember, it’s what you learn after you know it all that counts.”

The report also quotes the noted writer and professor John Gardner, who observed, “The best
leaders I’ve gotten to know aren’t just the boldest thinkers; they are the most insatiable learners.”

“LEADERSHIP AND LEARNING ARE INDISPENSABLE TO EACH OTHER” —JOHN F.

KENNEDY

It is hard to think of an industry where constant learning is more applicable than education.

To be a successful and effective leader is no easy feat. Yet, effective school leaders are
desperately needed in thousands of schools and educational institutions across this country and
around the world.

As noted educational leadership expert Professor Kenneth Leithwood stated in a Hechinger

Report article, “Indeed, there are virtually no documented instances of troubled schools being
turned around without intervention by a powerful leader.”

For those interested in following their passion for the topics discussed above in a top-notch
academic program, School Leadership is one of five specializations offered as part of the
University of San Diego’s online Master of Education degree program.

CONCEPTS OF EDUCATIONAL LEADERSHIP

The report also quotes the noted writer and professor John Gardner, who observed, “The best
leaders I’ve gotten to know aren’t just the boldest thinkers; they are the most insatiable learners.”

“LEADERSHIP AND LEARNING ARE INDISPENSABLE TO EACH OTHER” —JOHN F.

KENNEDY

It is hard to think of an industry where constant learning is more applicable than education.

To be a successful and effective leader is no easy feat. Yet, effective school leaders are
desperately needed in thousands of schools and educational institutions across this country and
around the world.

As noted educational leadership expert Professor Kenneth Leithwood stated in a Hechinger

Report article, “Indeed, there are virtually no documented instances of troubled schools being
turned around without intervention by a powerful leader.”

For those interested in following their passion for the topics discussed above in a top-notch
academic program, School Leadership is one of five specializations offered as part of the
University of San Diego’s online Master of Education degree program.

Most definitions of leadership reflect the assumption that it involves a social influence process
whereby intentional influence is exerted by one person [or group] over other people [or groups] to
structure the activities and relationships in a group or organisation. (Yukl, 2002: 3) Cuban’s (1988:
193) definition shows that the influence process is purposeful in that it is intended to lead to
specific outcomes: ‘Leadership, then refers to people who bend the motivations and actions of
others to achieving certain goals; it implies taking initiatives and risks’. Bush (2008a: 277) refers to
three key aspects of these definitions: The central concept is influence rather than authority. Both
are dimensions of power but the latter tends to reside in formal positions, such as the principal or
headteacher, while the former could be exercised by anyone in the school or college. Leadership
is independent of positional authority while management is linked directly to it. The process is
intentional. The person seeking to exercise influence is doing so in order to achieve certain
purposes. Influence may be exercised by groups as well as individuals. This notion provides
support for the concept of distributed leadership and for constructs such as senior leadership
teams. ‘This aspect of leadership portrays it as a fluid process, potentially emanating from any part
of the school, independent of formal management positions and capable of residing with any
member of the organization, including associate staff and students’ (ibid.: 277). Leadership and
values The notion of ‘influence’ is neutral in that it does not explain or recommend what goals or
actions should be pursued. However, leadership is increasingly linked with values. Leaders are
expected to ground their actions in clear personal and professional values. Greenfield and Ribbins
(1993) claim that leadership begins with the ‘character’ of leaders, expressed in terms of personal
values, self-awareness and emotional and moral capability.

Earlier, Greenfield (1991: 208) distinguished between values and rationality: ‘Values lie beyond
rationality. Rationality to be rationality must stand upon a value base. Values are asserted,
chosen, imposed, or believed. They lie beyond quantification, beyond measurement’. Day, Harris
and Hadfield’s (2001) research in 12 ‘effective’ schools in England and Wales concludes that
‘good leaders are informed by and communicate clear sets of personal and educational values.

PRINCIPLES OF EFFECTIVE EDUCATIONAL LEADERSHIP

Effective School Leadership Practices

The following traits are common among the most successful school leaders.
1. They Understand the Importance of Building Community. ...
2. They Empower Teachers and Cultivate Leadership Skills. ...
3. They Utilize Data and Resources. ...
4. They Have a Vision and a Plan. ...
5. They Create Collaborative, Inclusive Learning Environments.

TYPES OF LEADERSHIP
Leadership styles based on authority can be 4 types:
 Autocratic Leadership,
 Democratic or Participative Leadership,
 Free-Rein or Laisse-Faire Leadership, and.
 Paternalistic Leadership.

1. Autocratic leadership, also known as authoritarian leadership, is a leadership style

characterized by individual control over all decisions and little input from group
members. Autocratic leaders typically make choices based on their ideas and judgments
and rarely accept advice from followers.

.Authoritarian leadership refers to any situation where a leader keeps hold of as much
power and authority as possible. Also known as coercive or dictatorial leadership,
authoritarian leaders, tend to keep all the decision-making authority to themselves and
make the decisions about policies, procedures, tasks, structures, rewards and
punishment themselves. The intention behind most authoritarian leaders is to retain
control and they usually require unquestioning obedience and compliance.
2. Democratic leadership, also known as participative leadership or shared leadership, is
a type of leadership style in which members of the group take a more participative role in
the decision-making process. 1 This type of leadership can apply to any organization,
from private businesses to schools to government.
3. Free-rein leadership, also called Laissez-Faire, is a type of leadership style in
which leaders are hands-off and allow group members to make the decisions. Mangers set
objectives and employees are free to do whatever is appropriate to accomplish those
objectives.
4. Paternalism is action that limits a person's or group's liberty or autonomy and is intended
to promote their own good. Paternalism can also imply that the behavior is against or
 regardless of the will of a person, or also that the behavior expresses an attitude of
superiority.  a system under which an authority undertakes to supply needs or regulate
conduct of those under its control in matters affecting them as individuals as well as in
their relations to authority and to each other
In paternalistic leadership, people may feel like the situation that they are in is democratic
as workers are encouraged to discuss and comment and their questions are answered.
However, decisions will be up to the person at top. To know more about the advantages
and disadvantages of paternalistic leadership, read on.

List of Advantages of Paternalistic Leadership

1. High employee loyalty due to employees feeling like they are being heard and their needs
are met.
2. Good behavior is rewarded by the person at the top, often with goods and food.
3. Absenteeism rates and staff turnover will decrease as emphasis is placed on the employee’s
needs.
4. Most decisions will be made with the employees’ best interests taken into consideration
5. Feedback is invited and encouraged, which improves morale and makes employees feel
important.
6. There is an open line of communication between the managers and the employees which will
keep employees feeling important and satisfied.
7. There is an understanding that the manager wants everyone to succeed, which can result in a
lower amount of competition among employees.
8. The manager is given the power to rule from the idea that they are the most capable in making
the best decisions for the team, which fosters trust and loyalty with employees.
9. Managers are very involved in the employee’s personal lives, which makes the employee feel
more connected at work.

List of Disadvantages of Paternalistic Leadership

1. Just like a parent, managers will sometimes have to discipline the employee in non-traditional
ways.
2. Bad decisions from above cause major employee dissatisfaction.
3. The employees will become more and more dependent on the employer, which can cause an
increase in necessary supervision in order to get things done in a timely and appropriate manner.
4. If loyalty to the manager is not established quickly then there can be poor staff motivation.
5. Issues can be caused and exacerbated with employee legislation and rights.
6. Employees rely on the leader more than they would in a typical work setting. Because of this,
the team can become highly competitive as they all vie for attention and affection.
7. Managers can become blind with their power and make decisions that only benefit themselves.

8. If roles are not well defined and employees do not know what is needed from them there can be
power struggles and internal issues.

The Theory & Practice of Leadership and Management Styles

 What Is an Eclectic Approach to Leadership Theory?
 Professional Leadership Theories
 What Is Team Chemistry?
 How to Assess Leadership & Management Strengths
 Importance of Management Theory

Influential leaders such as Mahatma Gandhi and Martin Luther King, Jr. came to world attention
because of their almost uncanny ability to inspire and motivate people. As the manager of a
small business, you may have a smaller sphere of influence, but to accomplish your goals and to
retain good employees you also must be able to inspire and motivate people. It's often easier
said than done. To simplify leadership and management styles, psychologists and
businesspeople have created theories and application strategies for management to help you
determine which style to apply.

Leadership Theories

Over the years, researchers devised many leadership theories, which are split into four
groups. Behavioral theories concentrate on a leader’s actions, such as whether he takes
a dictatorial or a team-effort approach to arriving at organizational objectives.
Contingency theories focus on the situation rather than the leader by predicting the
leadership style that works best for the issue at hand. Trait theories argue that leaders
share common characteristics and personal attributes that form the basis of leadership.
Power and influence theories examine the various ways leaders use influence and power
to obtain results.

Theory X-Y

American social psychologist Douglas McGregor explained his X and Y management

theory in his 1960 book, “The Human Side of Enterprise.” Theory X adopts the
authoritarian view that people normally abhor working and must be forced to work with
punishment looming as the consequence for failing to meet the objective. Theory X
argues that these people actually prefer to be directed and lack ambition. 13

Theory Y adopts the participative management style, which operates on the premise that
people are inherently motivated to work if they find the job fulfilling. By providing the
employees with a pleasant working environment, a leader makes it possible for them to
learn new things, be creative, accept responsibility and become successful.

Application

Though theories educate you on the different leadership and management options
available to you, effective leadership is not based on specific influences, characteristics
and actions. As a manager, you must draw from many abilities and approaches to find
the right style. Because the transformational leadership style involves the requirements
for becoming a highly motivating and trusting leader, it is appropriate for most business
situations. Transformational leaders have integrity, set an appropriate example, establish
clear objectives, encourage, support, and inspire employees, provide stimulating
assignments, have high and realistic expectations, are good communicators, and show
others how to look beyond themselves for the greater good of the team.

Considerations

Effective leaders generally use a combination of management styles, which depend on

the employees they are guiding and the nature of the work to be done. Good leadership
emerges by establishing trust and finding an equal balance between the needs of the
company and the needs of the team. Before choosing a leadership style, consider your
preferred style, the abilities and experience of your team, the type of work, its difficulty,
and the company environment, such as conservative or adventurous.

Behavioral Identification
Because the behavioral management theory addresses human interactions at work, it is
commonly called the human relations movement. According to behavioral theorists, the more
understanding you have of human actions, such as conflict, expectations and motivations, the
more improved productivity becomes. By recognizing the social needs of employees, you are
better able to understand and help fulfill them, which results in employees becoming motivated.

Social Needs

The social needs of employees and human relations are important aspects of business
management. Abraham Maslow, a psychologist who established one of the most famous needs
theories, separated needs into five areas: physiological, safety, belonging and love, esteem, and
self-actualization. An employee’s physiological needs involve his physical needs to maintain his
basic well-being, such as food and drink. Safety needs include the need for security and
protection.

Belonging and love needs address the need to build meaningful relationships with others.
Esteem needs involve the self-confidence required to obtain the status and reputation that he
desires. Once the individual has satisfied those needs, he progresses to the need to find
himself, also referred to as self-actualization. These needs are critical tools that help you to
understand employee motivation.

Effective Leadership

In understanding employee motivation, finding ways to help meet their needs in your managerial
behavior, and leading by example, you create a work environment in which employees are likely
to remain loyal. You achieve this by practicing effective leadership. Over the years, researchers
have established many leadership styles, such as autocratic leaders who make decisions
without consulting anyone else, democratic leaders who consider the team’s input when making
decisions, and laissez-faire leaders who take a more laid-back approach by allowing others to
make many decisions, according to Mind Tools.

Effective leadership is not based on a set of principles or influences, but rather on a wide range
of approaches that you can draw from. Because the transformation leadership style involves
having a variety of traits that are substantially motivating, it is appropriate in many corporate and
business settings. Leaders who use this style display integrity, establish clear objectives,
communicate effectively, support and encourage, inspire, recognize good work, give credit when
due, expect the best from employees, and help others to see beyond their own interests.
Practicing effective leadership and management builds trust.

Other Considerations

When employees don’t feel valued or motivated, it shows in their work, according to Pro Sky. If
they don’t respect you as a manager, trust and morale are negatively impacted. This results in a
decline in productivity and an unpleasant work environment. Your role as a manager is to help
employees recognize the company’s vision, arm them with the motivation and tools to achieve it,
and compensate them appropriately for their efforts.

By exercising proper management skills, you’re able to deescalate conflicts when they occur
and heal broken relationships. By being aware of your employee’s needs and treating everyone
fairly, you find that employees are more motivated to work, which results in a win-win situation.

How to Develop Effective Leadership Behaviors

In any business setting, employees need guidance and motivation to perform at their
best. As a small business owner, you guide your employees and the company toward
success. The behaviors you display affect how they view you and the workplace in
general. Your goal is to develop leadership behaviors that have a positive impact your
employees. Because there are so many leadership styles to draw from, choosing the
right one can be confusing. The key to establishing effective leadership behaviors is to
determine which ones will give you the desired effect and apply them accordingly.

Research the various styles of leadership, but keep in mind that effective leadership
often requires you to switch between styles according to the type of work being
performed and the employees you are leading.

For example, behavioral theories include autocratic leaders who make decisions
without considering team input, democratic leaders who obtain team input before
making decisions, and laissez-faire leaders who take a laid-back approach by allowing
the team to make many decisions. Contingency theories examine how the situation at
hand affects leadership. Trait theories argue that leaders share certain common
personality traits. Power and influence theories examine the various ways leaders use
power and influence to get the job done.

Transformational leadership is one of the most frequently used styles because it

includes the behaviors you must display to become a true and trusted leader.

Display positive leadership traits for employees to follow. For example, clearly
communicate your vision so they understand and believe in it, have integrity, recognize
hard work, reward deserving employees, and display courage and perseverance
regardless of obstacles. Further, look beyond self-interests and focus on what’s best
for the team, take personal responsibility for problems, encourage employees to take
initiative, set goals and stay communicative by conducting regular meetings, display
infectious passion and zeal, and always expect the best from the team.

Leadership Styles

A manager's leadership style consists of the traits and behaviors he displays when
leading and managing employees. In 1939, Kurt Lewin, Ronald Lipitt and Ralph White
identified three predominant leadership styles: authoritarian, democratic and laissez
faire. Over the years, other researchers have developed these definitions. In an article
published in the "Harvard Business Review" in 2000, Daniel Goleman identified six
leadership styles: coercive, authoritative, affiliative, democratic, pacesetting and
coaching. Goleman likened these six leadership styles to golf clubs, with managers
able to choose the style best suited to the situation.

Coercive and Authoritative

Managers with a coercive leadership style exert tight control over employees and rely
on the threat of negative consequences to ensure compliance. This style of
management can be successful in crisis situations. However, coercive leadership is not
effective in the long term because it can create a negative atmosphere by demotivating
capable employees and damaging morale. A manager who employs an authoritative
style persuades employees to perform by promoting his vision for the organization.
 This style engages employees during periods of organizational change and results in
the most positive work environment.

However, authoritative managers must respect their employees' skills and experience,
otherwise they can appear overbearing.

Affiliative and Democratic

An affiliative style emphasizes harmonious interactions and can be useful if a manager

needs to encourage a group to work together or heal rifts in a dysfunctional team.
However, it is not effective if a manager needs to deal with inadequate performance or
crisis situations that require clear direction and control. Democratic managers involve
their employees in decision-making and encourage them to collaborate. This motivates
capable employees because it encourages them to apply their skills and expertise. A
democratic style is unlikely to be effective with employees who lack competence or
require close supervision.

Pacesetting and Coaching

Managers who lead by example have a pacesetting style, which can work well when an
organization has to adapt and move quickly. Pacesetters set high standards and are
apprehensive about delegating. A pacesetter can overwhelm his team with demands
for unachievable excellence, resulting in a drop in morale. A manager adopting a
coaching style of leadership helps employees identify their strengths and weaknesses.
He encourages employees to set and attain goals, providing regular feedback to assist
them to improve their performance. This style works well with employees who
acknowledge the discrepancies in their performance and wish to improve. A coaching
approach is not effective in a crisis or with employees who do not recognize that they
Leading involves influencing others. Leaders, therefore, are people who know exactly
what they want to achieve and why. They mobilize other people to influence actions,
beliefs and feelings. Over the last 80 years, there have been various theories
explaining leaderships like trait theories, behavioral theories, contingency theories and
transformational theories.

Personal Characteristics

The traits approach to leadership argues that leaders are born rather than made. The
traits approach determines which traits, skills and abilities distinguish leaders from their
followers or distinguish effective leaders from ineffective ones. This means that if a
person possesses certain characteristics, she would make a good leader. Some
qualities that appear in one leader could be used in different situations. These qualities
included physical stamina, intelligence competence, courage, self-confidence, flexibility
and assertiveness.

Set of Traits

The problem with traits approach to leadership is that it assumes there is a definite
set of characteristics that make a leader irrespective of the situation. A person cannot
possess all the characteristics laid down by the traits approach. However, certain sets
of traits might be good for a certain situation. For example, a leader who is
 courageous, self-confident and has physical stamina may be effective in leading a
war, whereas, an intelligent and innovative leader is best in leading a science project.

Behavior of the Leader

The style approach to leadership emphasizes the behavior of the leader. It analyzes
how leaders act in various situations; this leadership theory not only looks at the
leader but also those being led and the environment in which the leadership occurs.
The style approach views leadership as a process where an individual influences a
group of people to achieve common goals.

Styles of Leadership

The Iowa State University studied leadership styles of three groups. The
authoritative leader gives instructions demanding compliance from them. It
emphasizes task to performance and exercises close supervision. The
democratic leader involves subordinates in decision making, permits them to take
initiative and make their own judgments. The laissez faire leader takes no interest
in people; subordinates do as they like.

Describe the Major Similarities & Differences Between the

Trait & Behavior Leadership Theories
ByChron ContributorUpdated July 02, 2020

Leadership theories debate what makes a good leader. Over the years, many schools of thought
have developed that give different explanations about where leaders come from and how they
can be identified. Trait theory and behavioral theory are two similar approaches to these
questions. Both see leadership as an objective set of qualities or actions that must be mastered;
the difference between trait and behavioral theory of leadership is if the behaviors are innate or
if they can be learned.

Born to Lead: Trait Theory of Leadership

Trait theory is based on the idea that there are specific desirable traits that have been proven to
be important in identifying leaders, according to an article about trait theory on  Indeed . These
are usually inborn traits, manifesting themselves in the “born leader” that cannot help but take
control and guide situations. Trait theory stresses that there are basic personality markers that
set leaders apart from followers.

In a business following this model, management is always scanning and analyzing the actions of
their employees to see which workers show the necessary "leadership potential." Examples of
these traits are ambition, motivation to succeed, charisma, courage, good communication,
emotional balance to handle tough times, empathy for their employees and a desire to lead.

Learn to Lead: Behavioral Theory of Leadership

Behavioral theory rejects any talk about “inborn potential” or “trait” approaches to leadership. In
the behavior theories, there are no “born leaders.” As explained in an article about leadership
styles on Western Governors University's website, leaders can be trained, and traits that a
leader must have can be taught and developed.
Therefore, anyone can become a leader, but they must have the proper environment and
training for leadership qualities to develop. Behavioral theory discusses different types of
leadership styles, defined by how they take action. For example, people-oriented leaders might
gather a team together and brainstorm ideas; task-oriented leaders could choose the best
person to get the job done quickly; dictatorial leaders would just tell everyone what to do.

Finding the Common Ground

The main similarity is that both approaches identify actions that any leader must be capable of
doing in any given situation. Behaviorism is a “trait” theory in the sense that it, too, holds that
leaders must show certain common personality markers or habits of mind. The behavioral theory
of leadership and the trait theory of leadership mostly agree on the types of behaviors and
actions that make a good leader, whether they refer to them as behaviors, traits or actions.

An article on Mind Tools says research has shown that in either theory - as well as others -
leaders must learn how to act in varying situations. It isn't enough to develop the desirable traits
or behaviors for leadership. Given the trait theory and behavioral theory of leadership strengths
and weaknesses, Leaders must learn to discern how to act depending on the situation in order
to have the best outcome.

Nature vs Nurture in Leadership Styles

The major difference between the behavioral theory of leadership and the trait theory of
leadership is the way people can become leaders. Becoming a leader, according to the
behaviorist school of thought, is just a matter of proper training to develop leadership qualities,
so that anyone can be trained to become a leader. Trait theory, however, holds that a leader
must be born with these traits that will cause them to behave a certain way. In essence, they are
"born leaders."

Compare, for example, two very different people. One is an outgoing people-person who has
always had the ability to motivate others to meet their goals. The other is shy, quiet-spoken,
task-oriented and prefers to work alone. At first glance, it would be natural to say the outgoing
people-person is a born leader, while the quiet loner would be out of their element as a leader,
and trait theorists would agree. Behavioral theorists, though, would say with the proper
leadership training and development of the desirable behaviors, both can become good leaders.

The Pillars of People Oriented Leadership Styles

People-oriented leadership is a catch-all terms that includes coaching, affiliative and
participative leadership styles. In each of these styles, leaders seek to build relationships with
subordinates and include them in the process of operations.

An employee-oriented leadership style leads to a work environment where the leader acts like a
sports coach, helping identify strengths and weaknesses and developing strategies for
improvement. Affiliative leaders seek to be part of the team-building communications and open
dialogue. Affiliative leaders feel more like co-workers and not bosses. Participative leaders seek
input from team members before taking action, which is a democratic way to run an
organization.

Task-oriented vs People-oriented Leadership Style

Ultimately, people-oriented leadership styles seek to build rapport and improve morale. This is
different from task-oriented styles that sometimes leave employees feeling like they are being
bossed or criticized. Generally speaking, when staff members feel they are important and valued
as the people-oriented styles strive for, they become more engaged in day-to-day tasks and the
long-term vision of the company.

Employees whose voices are heard feel valued, enjoy coming to work and ultimately do a better
job. Efficiency improves. Companies find loyalty grows in people-oriented leadership styles. The
work environment becomes friendlier and more pleasant for everyone. Coaching styles are
effective for the long-term development of internal staff members who show promise for
leadership with the right mentoring.

Disadvantages of People-Oriented Styles

Not every by-product is beneficial in the people-oriented leadership style. There are negatives
because the closer bosses become to subordinates, the more the lines become blurred when
the boss needs to be the boss. For example, a leader who is viewed as a friend and seeks that
validation might have trouble reprimanding or holding a team member accountable for meeting
goals. It might be more difficult to fire someone, increasing stress on leaders who keep a poor
performer around longer than necessary.

Another disadvantage is it can take time to build the company culture to achieve the desired
results. There may not be enough time to build the desired culture in a business that is relying
on results. Additionally, in situations such as the participative leadership style, getting input and
creating a democratic process for decision-making might dilute the business vision with no one
person having a clear view of the road the company needs to take.

How to Adjust Styles

Business owners do well to understand when leadership styles should be modified or switched.
Using a participative approach is helpful for staff performance reviews and goal setting. At the
same time, the leader needs to maintain a certain level of task-oriented activities to be able to
measure performance. Effective leaders balance various styles and adjust them to their own
natural tendencies..

Significance
Without leadership, employees are lost, resulting in a chaotic work environment. Without
motivation, employees fail to perform to the best of their ability. If used effectively, leadership
and motivational theories enable you to lead employees and the company toward success.
You achieve this by understanding the key elements of basic leadership and motivational
theories and applying them accordingly.

Leadership Elements
Leadership theories are separated into four main groups: behavioral, trait, contingency, and
power and influence. Under behavioral theory, autocratic leaders make decisions without
consulting anyone else, democratic leaders consider the teams’ input when making decisions,
and laissez-faire leaders practice noninterference, allowing the team to make many of the
decisions. Under contingency theory, the situation dictates the leadership style that is used.
The argument is that one leadership style doesn’t dictate the type of leadership that should be
applied, but rather the situation itself does. Under trait theory, leaders have certain common
attributes that they share and the style of leadership emerges from these characteristics.
Power and influence theory is based on power and influence tactics leaders use to get things
done.
Motivational Elements
Famous psychologist Abraham Maslow's motivational theory has helped managers to
conceive employee motivation. The theory includes Maslow's hierarchy of needs, which
breaks down basic human needs into five categories: physiological, safety, social, self-
esteem and self-actualization. As a manager, helping an employee to fulfill those needs
motivates him into becoming a better worker. Physiological needs are those required to
survive physically, such as food and water. Safety needs instill security, such as a home or a
comfortable routine. Social needs concern the desire to belong and form meaningful
relationships. Self-esteem needs are developed based on confidence and sense of
achievement. Once the individual has obtained those four needs, he develops self-
actualization, which requires him to find himself. By taking a sincere interest in your
employees, recognizing their basic needs and taking steps to meet them, you inspire and
motivate employees.

Application
In more recent years, researchers have developed the transformational leadership theory,
which is appropriate in most corporate situations. Under this theory, leaders guide with
meaning, values and a higher purpose. Specifically, it requires you to have integrity, set a
positive example, encourage, support, inspire, apply effective communication, provide
stimulating assignments, give credit where and when its due, expect the best from workers,
set realistic goals and help employees focus on team interests rather than individual needs.
To motivate employees, combine effective leadership with satisfying employee needs,
treating workers fairly, rewarding jobs based on performance and applying effective
discipline.

Management styles vary from highly autocratic to extremely participative. No style fits best
into every organizational culture. However, some management styles tend to work better in
environments where you want to encourage teamwork. Thus, in implementing your own
style or in hiring managers for your business, it helps to understand the effects of each style
on teamwork.

Autocratic Influence
An autocratic or commanding management style means the manager takes a single-minded
approach to decision-making and leadership. While the company may operate through a
work team structure, a manager with an autocratic style tends to establish an individualistic
model for activities. Autocratic managers can squelch employee morale and motivation
when they are too controlling. Low morale and poor job satisfaction can impede a culture of
collaboration. While autocrats offer benefits in urgent decision-making, they may not fit well
with motivating teamwork.

Coaching Styles
A coaching style of management is often viewed more positively than an autocratic
approach. With this style, the manager makes employee development a primary goal. He
spends time training, evaluating and coaching employees toward optimum performance.
Taken to an extreme, a coach is seen as a micromanager, though. While this style doesn't
necessarily contradict teamwork, it tends to drive more of a one-on-one or individualistic
mindset.
Participative Management
Participative or democratic management is often the most natural fit with a team-oriented
work culture. A participative manager intentionally seeks employee input in the decision-
making process. This openness to input can make employees feel involved and part of the
broader organizational goal. Additionally, it supports the notion of teamwork by encouraging
sharing of ideas, conflict-resolution and collaboration in work groups. With participative
management, the team influence is typically indirect. It is the cultural tone established by the
manager that impacts teams.

Affiliative Style
Affiliative management, as author Daniel Goleman calls it in his book “Primal Leadership,” is
a style particularly aimed at the development of strong work teams. In this style, the primary
motive of the leader is to develop a harmonious work group culture. Thus, it is particularly
effective when the work structure includes work teams led by a team lead or manager. The
leader promotes open communication and group harmony above all else. A risk of this style,
though, is that harmony is placed above performance and individual accountability. Thus, it
is often good that a manager blends this approach with coaching or another developmental
style.

The Relationship Between Leadership & Character

A big paycheck and a corner office do not necessarily translate into effective leadership.
The character of good leaders typically shows in the ways they interact with employees and
how effectively they motivate a staff to embrace the company missions. Effective leadership
is best measured in the success of the organization as a whole, according to the Harvard
Business School. Quality leadership requires specific characteristics that vary greatly from
necessary frontline management skills.

Characteristics
Characteristics commonly attributed to a competent and successful leader include the ability
to inspire and motivate people. Effective leaders form relationships based on mutual trust.
They are able to form connections with workers who then develop a desire to emulate the
leader and follow her direction. Good leaders lead by example, which instills a sense of
confidence in employees that the leader, and thus the company, operates with integrity. A
sense of pride and loyalty results from the experience.

Skills
Effective leaders know how to frame their objectives and provide direction to employees on
how to fulfill the company mission. They are specific in their requests and provide details
when necessary. Effective leaders are consistent in their message that is complemented by
their actions. Leaders don't have to micro-manage employees like the managers whom they
utilize for those skills. While they don't necessarily need the technical skills required of the
industry in which they land, they do need to use universal people skills that translate into
effectiveness in any work environment. Skills such as listening, showing compassion, being
able to communicate well with all levels of employees and stakeholders and maintaining a
relatively stable demeanor are valuable tools leaders must develop.
Behaviors
Leaders must be able to develop a company's vision and mission, though they don’t
necessarily have to design the tools to implement those goals. Instead, leaders look beyond
the daily mundane work with a perspective that takes in the complex set of influences
driving the economy in general and your industry in particular. Instead of taking credit for the
direction a company assumes, effective leaders strive to develop and enable others to
become successful.

Development
The U.S. Army prides itself on developing character in young recruits. It values that same
strength of character in its leaders. The same values that drive the highly disciplined Armed
Forces consist of many of the same processes that civilians in business can use to develop
the character to become an effective leader. Doing something because it's right and not just
out of fear of 23 punishment or negative consequences is a basic rule the effective leader
must maintain. Defining those values is the first step toward developing that ability. Strong
leadership characteristics can be learned, though much of the process is internal and relies
on self-confidence and strong moral beliefs. Books, classes, seminars and mentors can help
you fine-tune your leadership abilities.

What Is an Eclectic Approach to Leadership Theory?

Trait Theories

Early leadership theories focused on the traits leaders need. These include physical and
mental stamina, action-oriented judgment, need for achievement, ability to motivate people
and adaptability. You can use a trait approach to determine your starting place. Find what
leadership traits you already possess, and focus on ones you want to acquire. This can give
you a foundation for leading your workforce while exploring other aspects of leadership you
may want to incorporate.

Behavioral Theories

Some leadership theories focus not on traits of leaders, but behaviors they engage in. Under
this approach, you will find that emphasizing working toward concrete objectives makes for a
strong leader. In addition, showing concern for people, having the ability to issue directives
and involving others in decision making help a leader excel. The advantage of this approach
is that you don’t have to concern yourself with whether you have specific traits; you only
have to learn behaviors that make good leaders. You can use this approach of acquiring
behaviors to expand upon your skills as a leader.

Contingency Theories

Contingency theories state that leadership emerges under certain conditions. For example, if
followers respect the leader, the goals are clear and the organization has conferred power
on the leader, that leader is more likely to be affective. This approach allows you to look at
the structure of your company and the culture you encourage among employees. You can
establish your authority by demonstrating that you have power as the owner, have set
achievable goals and have earned the respect of your workforce based on your treatment of
employees and the quality of your decisions. The focus here is on the work environment.
Transformational Theories

Many recent theories encourage leaders to make employees better people, appeal to their
higher natures and inspire them to achieve more than they thought they could. This
leadership approach tends toward inspiration and positive reinforcement of strong character
traits in others. To be this kind of leader, you must emphasize values and encourage others
to embrace those values.

Methods for Combining Theories

To use an eclectic approach to leadership theory, you should choose elements from all four
approaches and join them together as a cohesive whole. For example, you can begin by
finding a trait in yourself, such as mental stamina; combine it with a behavior you embrace,
such as working toward concrete objectives; add an emphasis on your authority as
company founder; and demonstrate your strong values around a work ethic. This technique
of choosing one element from among each of the four approaches gives you a single
approach in the end.

Professional Leadership Theories

ByThomas Metcalf

Leadership theories abound, exploring the dimensions that create great decision makers. Some focus on
personality traits and behavior, while others look at broader perspectives to understand how leaders
relate to their followers. Studying different theories and applying their tenets can help you become more
effective and get better results from your team.

Trait Theory

1. Trait theory holds that an individual's inherent qualities determine his leadership
potential. Whether they're hard-wired or can be developed -- a notion held by behavioral
theorists -- is open to debate. Traits fall into four categories. A leader should show
emotional stability, particularly under stress, remaining calm and confident. He or she
should admit mistakes, neither covering them up nor blaming others. The leader should
have strong interpersonal skills, able to communicate effectively without being forceful.
Finally, he or she should be able to see the big picture rather than focusing on small
issues.

Servant Leaders

1. The servant leader model posits that the leader wants to serve his followers, not
command them. For a servant leader to be effective his followers must be motivated,
capable of doing their assigned work. In the right situation a servant leader can be
transformational. In the wrong situation he will appear indecisive. In any case, a servant
leader is great for the long term but unlikely to be effective in implementing quick
changes.

Emotional Intelligence

1. The emotional intelligence theory holds that emotional intelligence is more important than
intellectual intelligence as a dimension of leadership. Emotional intelligence is the ability
to manage feelings and express them appropriately while building relationships. A leader
who rates highly in those qualities understands his or her strengths and weaknesses,
exercises self-control and adapts well to changing situations. Leaders with high
 emotional intelligence can empathize with others and react to them in a positive manner.
They are adept at fostering teamwork and managing conflicts.

Contingency Theories

Contingency theories of leadership maintain that leadership style depends on the

situation. One early model matched leadership styles to situations dependent on the
degree of trust employees had in their leader, the tasks being performed and the leader's
degree of power over his employees. Another contingency theory shifts the model's focus
from the leader to the employees, holding that if the employees do not follow there is no
leader. The model looks at leadership in two dimensions -- the degree to which he or she
is task-oriented

Sooner or later, you will encounter a group of people who work together well with limited
conflict and superior results. It might be a work crew that operates with near-military
precision or a crack negotiating team that instantly transitions between members depending
on the topic. The sports world calls it team chemistry. As the business world relies more and
more on collaborative effort, leaders at every level need to understand the basics of team
chemistry.

Definition

Scott Williams, executive director of the Center for Innovative Management at Wright
State University, defines the concept this way: “Team chemistry is the composition of a
team and the relationships among team members.” In essence, it is the dynamic that
arises from the different qualities each team member contributes and the interactions of
team members with each other.

Building Chemistry

Leaders must take responsibility for building team chemistry. Because team members
typically cannot refuse to participate, the person assembling the team must manage its
chemistry. If you find yourself tasked with putting together a team to run a change
initiative, for example, you cannot simply put the most talented people you find into a
room and expect results. Exceptional talent often carries a big ego in its wake.
Sometimes, you must sacrifice talent to avoid power struggles and team fragmentation.

Advantages

Teams with good chemistry tend to achieve higher levels of productivity. In some
respects, it comes down to better time management. Consider a marketing strategy
session in which the team lacks chemistry; members may spend more time arguing over
every element of the new marketing plan than cooperating to find workable solutions and
moving on to the next issue. Teams with good chemistry also have lower absenteeism,
and members tend to think in terms of team success. This means that individuals
suppress personal ambitions, such as a promotion, in order to advance the group’s
goals.
Disadvantages

Good team chemistry can generate some negative consequences. One of the most
detrimental consequences is groupthink, which occurs when members of the team start
adopting a uniform attitude and minimize dissent in order to maintain unanimity. This
often stifles creativity and leads to a tendency to ignore alternatives, to give insufficient
consideration to risks and to avoid input from outside the group.

How to Assess Leadership & Management Strengths

A strong leader and effective managers can mean the difference between success and failure
for your small business. Leaders set long-term goals, and managers see that employees work
toward those goals. This means you must develop criteria for assessing the effectiveness of
your leadership and management staff so you can be sure you are moving toward success and
not failure.

Skills

One approach to assessing leadership and management strengths is to examine skills.

Look for a manager’s ability to plan, persuade and solve problems. Planning skills include
goal setting and creating objectives that lead to the goal. Persuasion encompasses team-
building skills and the ability to motivate subordinates and convince superiors. Problem-
solving relates to a leader or manager’s skill at finding answers to complex situations and
creating methods for resolving conflicting company needs.

Attributes

Assess leaders and managers based on their personality traits and approaches to dealing
with people and problems. Evaluate their emotional intelligence, clarity of communication,
ability to form alliances and tolerance for ambiguity and stress. Though these attributes may
require you to make some subjective determinations, a checklist can keep you aware of
signals that leaders and managers give you that indicate they have these attributes.

Style

Look for the leadership styles that work best in your company. For example, if you create
a relaxed atmosphere, an authoritarian style may not work in your business. Think about
the management or leadership styles you want to encourage. These can include
charismatic, democratic, laissez-faire, relational and transformational styles, to name a
few examples. You may seek a blend of leaders and managers who use different,
complementary styles. You can assess additions to your management team by what they
bring to the mix.

Results

Opt for a results-oriented assessment of managers and leaders. Using results as your
guide, you can ignore style, attributes and skills and simply look for people who get the job
done. If you choose this route, you must make sure that the leadership approach does not
violate any of your company values. For example, if you promote an atmosphere of fairness
and you find that someone manages by bullying, you will have to draw a line, no matter
what the results.

Importance of Management Theory

ByScott ThompsonUpdated April 24, 2019

A popular saying holds that "the difference between theory and practice is that in theory there is
no difference." This witticism is especially relevant to management theory because many
managers would deny that management theory has much similarity to practice. The role of
management theory is to provide guidelines for effective practice. However, the ability of any
theory to do so is a matter of debate.

Six Domains of Leadership

The Sitkin-Lind Six Domains of Leadership model used in the Duke Leadership

Academy was developed by two Duke Professors: Dr. Sim Sitkin, and Dr. Allan Lind.

Personal: Enhance and project your leadership capability. Be authentic and

demonstrate dedication.

Relational: Show that you respect and understand your team. Show you are sincerely
concerned about their best interests. Manage (influence) your boss, your peers as well
as your direct reports.

Contextual: Build team identity and purpose. Build coherence within complexity.

Clarify for your team mission, roles and organizational practices.

Inspirational: Cultivate a team mindset for excellence and innovation. Be enthusiastic

and optimistic. Encourage thoughtful risk-taking.

Supportive: Protect your people from political minefields. Secure needed resources.

Give feedback, not assign blame.

Responsible: Take responsibility as a leader. Model ethical action. Strive for balance.

Core Leadership Assumptions
1.     Leadership is contextual and is influenced by culture.

The nature of leadership depends to a great extent on the situation. Therefore, leadership can
take different forms in different places and at different times.  Cultural influences on leadership
range from personal experiences with family, committees, or peer groups to broader influences
such as nation of origin and religion.  There is variation in the concept of leadership across
world cultures resulting in a wide range of beliefs about what constitutes leaders and
leadership.

2.     Leadership competencies can be learned and developed.

Although some individuals may appear to be born leaders, we each can learn and develop
leadership skills.  We may express leadership differently, yet every person in the university
community is capable of leadership development.

3.     Leadership development is a lifelong process.

Continuous learning and improvement are essential to the development of leadership
knowledge and skills. Leadership development is a process, not merely a focus on products,
tasks, or the current desired outcomes. Through various experiences in leadership, feedback
from others, and self-reflection, we continue to fine-tune our conceptual and experiential
understanding of leadership throughout our lifetime.

4.     Leadership does not require a formal position.

Leadership is not a specific title, position, or role. Leadership can be practical and embodied in
many ways within the lives of individuals and at the university.

5.     Leadership is inclusive. 
Effective leaders cultivate the participation and learning among all constituents. The aim of
inclusive leadership at Mason is to encourage, expect, and expand the emergence of
leadership thinking and practice across all contexts of the university.

6.  Leadership development is grounded in the awareness of strengths.

The process of identifying and maximizing one’s strengths are essential elements of leadership
development.  Developing complementary partnerships and collaborations with others
enhances one’s impact.  Effective leaders and members cultivate and capitalize on the diverse
talents of  teams and group members.

7. Understanding the civic and global dimensions of leadership is essential.

Those involved in leadership must practice shared responsibility for a common future. Effective
leadership requires an informed understanding of diverse communities and the roles and
responsibilities of individuals within them, and a commitment to public problem-solving.
Developing political and cultural competence and global engagement are hallmarks of
leadership.

8.Leadership is ethical and is values-driven.

Leadership includes ethical action, both in the process and outcomes.  The consistent
demonstration of honest and ethical decision-making and behavior by leaders form the
foundation of trust and credibility on which relationships are built and maintained.
The 13 essential leadership values for anyone leading a team

By Maggie Wooll

What makes a great leader?

Is it someone who takes command with a firm leadership style ?  
Does it take an ethical leader who seeks to follow their moral compass and embraces the
shared values of their employees?
Or is a successful leader  one who can transform a company’s  culture so that it allows each
individual to thrive? While also reaching company goals  and staying true to each core
value of the business?
It is all of these things and many more.
If you’re an aspiring leader who is intent on supporting your team, you might be feeling a
little overwhelmed at all you need to be. Especially if you're also focusing on transforming
and improving organizational culture. And want to be recognized as exhibiting  ethical
leadership behavior .
Take a breath because we’ve got your back.
We’re going to explore the 13 core values of a leader that you should foster to be the type
of leader you dream of.
Let’s start, in a typical leadership style, at a high level.

What are leadership values?

Values are the underlying beliefs that guide our decisions and actions and ultimately shape
our days and careers.

Leadership values are a subset of those values that positively influence one’s ability to
lead effectively or be a ‘good leader .’

You can foster and develop leadership values with time. However, as with many character
traits, you will probably have a tendency toward one specific leadership skill or another.

You can uncover these natural leadership qualities  by asking yourself questions such as:

 What values guide my personal life?

 How do I react in common situations (such as when confronted with change)?
 What kind of leaders do I gravitate to (such as a passionate leader or a more strategic
leader)? Do you gratitude toward leaders who lead with a strategic foresight ? 

You should also consider this question: What are the goals, mission, and culture of my
company?

The leadership values related to effective leadership  at your company will lie at the
intersection of your personal values  and your company’s values

The importance of a leader with values

Everyone has values , but not everyone exhibits good leadership values.

Anyone in a leadership role should be aware of the values they hold, their strengths, and
the areas they can improve on as they grow as a leader.

Why?
 Because your values determine how you execute leadership, the team environment you
create, and the success of your company. The values you display as a leader will
permeate your entire organization and affect its performance.

Leaders who adhere to their values earn respect and commitment from their teams.
Value-driven leadership can inspire others not just to follow them but to adopt those
values as their own.  

By embracing the notion that you can develop leadership qualities, you can also choose
leadership values to develop. This is possible both through leadership training and
mindful attention and practice.

13 Important Values of a Leader

Let’s review 13 core values that an outstanding leader should demonstrate.

1. Empowerment and development

As a leader, you are in a position of power.

Instead of trying to keep all that power and control for oneself, an effective leader
empowers others and amplifies their own impact as a result.
This empowerment  can come from formal employee training, ongoing coaching,
and workforce development . Mentorship and the delegation of responsibilities  can also
help.
Empowering others  through mentorship and delegation of complex tasks creates a
stronger team. With it, you will help build future leaders you can rely on with confidence.

2. Vision

Leaders have the important responsibility of creating and maintaining the organizational
vision. What does the company seek to become in the next 5, 10, or 20 years, and what steps
are required to realize that goal?

“...As a visionary leader, you should be thinking about more than just the next quarter. You
should also be thinking about the next decade, and what your company’s reputation and
place in the world will be after 40 quarterly results.” Mary Barra, CEO of General Motors

When you center vision as a leadership value, this means you keep the big picture at the
forefront of your decision-making.

It also means employing foresight to plan for obstacles. Keep an eye out for anything that
may get in the way of your company’s vision, and be ready to update the vision as you gain
more experience and information.

Successful leadership also includes the leader’s ability to communicate that vision to their
team members. The message must be shared in a meaningful, actionable, and engaging way.

3. Communication

“Communication and communication strategy is not just part of the game—it is the game.”
Oscar Munoz, executive chairman of United Airlines

Communication  is the foundation of any relationship.

In a work setting, centering communication as a core leadership value manifests in many

ways. It can take the form of conveying context to employees. Or it can be setting clear
expectations for individuals and teams. Or even providing and seeking constructive feedback .
A leader may have a clear vision, but unless communication is a driving value, others will not
be able to share it.

4. Reinforcement and influence

Positive reinforcement and recognition to your team members are important forms of
communication.

“The number one thing that you have to do as a leader: to bolster the confidence of the
people you lead.” Satya Nadella, CEO of Microsoft

When things are busy, it can be all too easy to speed along without making an effort to
show that you noticed someone’s contribution.

However, positive reinforcement is a huge aspect of improving employee motivation and

engagement. Not only that but in lifting your influence as a business leader.

Without recognition, the motivation of team members  can lag, and their productivity  will
grind to a halt.

By demonstrating appreciative behavior, you encourage others to reinforce each other too.
This helps boost employee morale  across the organization.

5. Empathy

Empathy is the ability to understand others, see from their point of view, and feel what they
are feeling. It is a value that is held in high regard by many senior executives and good
business leaders.

The importance of empathy as a leadership value  is not simply to be nice or likable. You
can build a far stronger team by exercising empathy and understanding each person’s
motivations with whom you work.

Empathy will help you match people’s strengths and skills to roles where they can make
the most impact. It will help you build and sustain positive and productive relationships. It
will also help you recognize the core values of others on your team.

This is the knowledge that you can harness for the betterment of each individual and the
company.

6. Humility

Leaders must constantly be learning . To be in that receptive state of mind requires humility.

Opportunities to build wisdom can easily be lost if you are not willing to recognize and
process mistakes. Humility also means knowing when to ask for input from others.

If you have a gap in knowledge in a certain area, seek advice from those with more
experience or from coaches. If your strategy is not connecting with your audience, consult the
people closest to the work or your customers.

Having a strong sense of emotional intelligence , self-awareness , and humility is a key

leadership trait. It prevents leaders from becoming insulated from the outside world. In turn,
this allows them to focus on becoming better leaders all-around.

7. Passion and commitment

 An extraordinary leader is not only capable of commanding influence or communicating
successfully.

They are also:

 committed to meeting organizational goals  

 passionate about the company and their leadership role within it
 and demonstrate ferocious resolve when faced with adversity

A leader with this kind of mindset can motivate everyone around them. Their passion and
energy are so infectious that it drives and uplifts the entire team.

8. Respect

As a leader, you can demonstrate respect through many of the behaviors already listed
here:

 Empowering others
 Strong communication skills
 Recognition of employee abilities
 Empathizing with the situations of others

Respect should also move in all directions. Treat upper management, your board,
employees, and customers with the respect they deserve to gain respect in return.

It’s also important to build a culture  where differences are respected and appreciated.
Having diverse viewpoints within the organization is a strength, and those who differ from
you in opinion should feel as valued as those aligned with you.

9. Patience

Patience is a value that is often learned with time but is an incredibly important skill for
those in leadership roles. At its heart, patience is about delayed gratification .

Leaders need to be patient with new hires who aren’t up to operating speed yet. They also
require patience with existing team members who are working out how to deal with
complex issues. This is especially true where the leader may be able to tackle with greater
ease.

Patience also benefits leaders who have long-term goals, such as quarterly or annual
sales targets. These goals can only be achieved incrementally through perseverance and
patience.

10. Resilience

A key nature of business is change, and as a leader, you often take the brunt of big
changes — or even initiate them.

You must be able to weather these times, not only for yourself but for your team.

This is not to say you can’t have human reactions to challenges, but ultimately your team
will respond to how you handle hardship and communicate the outcomes.

Employees look to their leaders for cues during unpredictable phases, and a show of
resilience at the top will bolster the entire organization.
 Resilience has tangible positive outcomes  as well. As BetterUp’s study on resilience
shows, it increases revenue, encourages innovation, and retains employees .

11. Honesty and transparency

Employees want a coach and leader who is honest and transparent about their
performance, business objectives and directives, and internal company politics.

Nobody likes to feel like they are being lied to or deceived. A little  leadership
authenticity  goes a long way.

Transparency does not mean telling everyone everything as soon as you hear it — there is
a time and a manner in which to convey information.

You want to be aware of how new information impacts people and impart it with care,
utilizing values we’ve discussed like empathy, communication, and respect.

Take a company reorganization, for example. You don’t want to sound the alarm that
change is coming before you’ve worked out the details. Nor do you want to spring the
news on people the day before everything shifts.

Valuing transparency, in this case, would mean communicating why there is a

reorganization and getting other company leaders on board with how it affects them and
their teams. It could also include hosting a Q&A for everyone who will be affected and
setting clear expectations for how and

12. Accountability

One of the values that many employees admire in a leader is accountability .

Accountability means taking responsibility for one’s duties and goals and, at times, owning
responsibility for the shortcomings of one’s team.

However, strong leaders also need to be prepared to hold their employees accountable for
the tasks they are responsible for, which helps to promote personal growth with your team.

13. Integrity

Integrity is a character trait that gains respect and trust.

As a leader, integrity means approaching all of your work with consistency and coherency:
the way you communicate with others, carry out your organization’s mission , and approach
new situations.

Integrity means honoring commitments (including to yourself) and doing what you say you
will do, as well as approaching challenges in ways that are coherent with other values and
beliefs.

Leading with integrity can sound abstract because it encapsulates so much, but you can
think of it as integrating all of your core leadership values  — the end doesn’t justify the
means if the means violate our core values.
 The people who work for us notice if we only exhibit our values when times are good. By
knowing your leadership values, reviewing them, and having them guide your actions, you
will be leading with integrity no matter what your company faces.

Core values of a leader make for great leadership

Becoming a great leader is a journey that will last your entire career.

Of course, the sooner you start focusing on these leadership values, the faster you’ll
become the leader you want to be:

1. Empower and development

2. Vision
3. Communication
4. Reinforcement and influence
5. Empathy
6. Humility
7. Passion and commitment
8. Respect
9. Patience
10. Resilience
11. Honesty and transparency
12. Accountability
13. Integrity

Educational leadership
I. Definition of Educational Leadership
II. Function of Educational Leadership
III. Concepts of Educational Leadership
IV. Theories and Principles of Educational Leadership
V. Factors that Affects Great Leadership
VI. Styles of Leadership
VII. Exemplary Leadership
VIII. Approaches of Exemplary Leadership
a. Situational Approach
b. Relational Approach
IX. Domains of Educational Leadership
X. Core Values, Assumptions and Competencies of Educational
Leadership

SCHOOL PLAND AND PERSONNEL MANAGEMENT

i. Meaning and Concepts of School Plant
ii. Components of School Plant
iii. Meaning and Function of Personnel Management
iv. Major Challenges in Personnel Management
v. Principles of Personnel Management
vi. Employee Development Plan
vii. SMART Career Development
viii. Productive Work Environment
ix. High Employees Turn-over
x. Steps of Good Management Skills
xi. Conflict Resolutions