Posts Tagged ‘leadership’


Join us at where the discussion continues. How many times a day do we experience a communication breakdown? We’ve been talking about communication for decades and we still can’t seem to get it right! Effective communication often eludes leadership because we have yet to figure out how to balance both sides of this relationship.

Looking at how we communicate can explain so much! It’s really quite simple. We have a sender and a receiver. The sender sends an intended message. The receiver receives a message. Seems simple enough.

However, the reason we can’t seem to get communication right is the noise.

The noise is both literal and figurative. Literally the sounds and noises we hear are phones, email, Facebook™ and Twitter™ notifications, radios, and iPods™, or the discussion happening outside your office door.

The figurative noises are trickier and harder to notice. Those could be the argument you had with your spouse the night before, the parent-teacher conference this morning, or the report that’s due by the close of business today. Those noises inside your head keep you from really hearing what the other person is saying.

Today we analyze how to recognize and eliminate these noises so leaders can finally effectively communicate.

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Leadership, what is it and what is the difference between being a manager and being a leader?. Definitions of leadership, there is not a single definition that everyone agrees on. Manfred Kets de Vries, a professor at INSEAD, says that leadership is a set of characteristics, behaviour patterns, personality attributes that makes certain individuals more effective in achieving a set goal or objective.

Another way of describing leadership is to say that, to get the best out of people, individuals, teams, organisations, they need to be led, guided, persuaded, motivated, inspired, to be committed, to do their best, to work together to achieve a common objective. This, rather than the pure management approach of being told, directed, ordered, and treated as subordinates.

True leaders are recognised as being the leader, and their followers accept that they need to be guided by that leader, but they do not feel that they are mere subordinates. A good example is the captain of a sports team – hockey, baseball, netball, cricket, soccer, football, athletics – these are individuals who have an individual role to play, yet find time and ways to motivate and encourage others to do their best, to use their own individual skills, knowledge and experience (scoring goals, defending, winning races, hitting home runs) whilst at the same time working together as a member of the team to achieve team objectives.

There are other ways of defining leadership, managers perform transactions, and leaders bring about transformations.

The transactional manager influences others by appealing to self-interest, primarily through the exchange of rewards and services. The relationship between this type of manager and the follower is seen as a series of rational exchanges that enable each to reach their own goals. Transactional managers supply all the ideas and use rewards as their primary source of power. Followers comply with the leader when it’s in their own interest – the relationship continues as long as the reward is desirable to the follower, and both the manager and the follower see the exchange as a way of achieving their own ends.

The transformational leader inspires followers to not only perform as expected, but to exceed expectations – transformational leaders motivate followers to work for goals that go beyond immediate self-interest, where what is right and good becomes important – these leaders transform the needs, values, preferences and aspirations of followers. They do this so that the interests of the wider group replaces the self-interest of individuals within that group.

It’s interesting that research has shown that the way women leaders describe how they behave, lead, is in line with the transformational style, whereas most male leaders when describing themselves use words and phrases that describe the transactional style. There are exceptions of course, and in some situations the leader can by viewed differently by different groups. Many people in the UK would not describe Margaret Thatcher as transformational in style, but more likely they would use words such as dictatorial, domineering, riding roughshod over opponents, yet others, in her close team for example, describe her as charismatic, motivational, inspirational, kind, supportive.

We can see from this look at Leadership that there are different ways of describing what a leader does, and how, at least in some ways, this is different to how a manager behaves. Individuals recognised as leaders makes it obvious that there are great differences in the way in which certain leaders behave. On the surface there are great differences between the leadership style of Prime Minister Thatcher, and that of the Indian industrialist Rajiv Bajaj. Yet both are widely acknowledged as highly successful leaders. The common factor, it seems, is that all are able to persuade others to follow them, in order to achieve success in their particular field. They all have something that brings diverse people together, to work as a team, to aim for and work hard to achieve a common objective. It is, perhaps, a special talent, or characteristic, or personality trait, or set of circumstances that they find themselves in, or perhaps a combination of all of these. Perhaps leaders are born with this ability, perhaps it is something that can be, or has to be, learned.

CJ Williams is a tutor and management consultant currently working with Brighton School of Business and Management in the UK, specialising in courses taught via distance learning. The writer, CJ Williams, can be contacted at or via

Francis Chan Meets a Jehovah Witness - - Christian Leadership Blogs, Articles, Videos, How To_#039;s, and Free Resources

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Following our training, this alternative at-risk high school in California was featured in Leadership for dramatic gains in students passing exit exams (graduating), and also for equally dramatic reductions in referrals, suspensions and expulsions. The trend has continued for four years and the teachers and students at this high school report a very significant and positive systemic cultural change.
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Analyzing a research article on leadership behaviours

Neuhauser, C.(2007). Project manager leadership behaviors and frequency of use by female project managers. Project Management Journal, 38(1) 21-31.
Valerie Parke for EDUC 5201G: Foundations of Leadership UOIT Fall 2012
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Here is a conceptual framework article by York-Barr and Duke that focuses on over TWO decades of teacher leadership literature. I highly recommend anyone interested in teacher leadership to take a look at it.

York-Barr, J., & Duke, K. (2004). What do we know about teacher leadership? Findings from two decades of scholarship. Review of Educational Research, 74(3), 255–316.
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Emotional intelligence and leadership go hand in hand in many ways. If you want to become an effective leader, then you need to understand that emotional intelligence can help you in leaps and bounds.

These days, becoming a leader is not just about being the best in your field. More importantly, it is about knowing how to handle people as well as yourself.

Find out the correlation between emotional intelligence and leadership below.

Sensitivity Is Key.

By developing your EI, you are also developing your ability to sense what mood your team members are in.

They dont have to tell you a single thing, but a twitch of an eyebrow or a sudden change in attitude already alerts you to the fact that something is going on.

By knowing these small things, you are given the ability to predict how things might play out. As a leader, this is a very important skill to have.

Knowing When To Act.

Another benefit of combining emotional intelligence and leadership is that you get to know when to do something or when to stay back.

Timing is crucial. As a leader, it becomes your responsibility to know when to act. Its tough, but with your already existing leadership skills and your emotional intelligence, you will soon perfect it.

Lets say you are hoping to introduce a new member into your group. For some reason, the idea of adding someone to your unit does not sit well with your team. Equipped with high EI, youll now be able to deduce when the best time is to do this.

Making The Right Decisions.

When emotional intelligence and leadership fuse together, youll be guided to make the right decisions. Facts and figures may sway your decision; but ultimately, it is how you feel about something that decides things for you.

In fact, when you are being interviewed for a job by the head of the HR, youll be asked questions that gauge the kind of principles and morals you hold.

Interviewers want to know how high your level of emotional intelligence is. Will you panic when you meet a crisis? Will you be a good leader or will you be better as a follower?

Emotional intelligence and leadership cannot be separated. You can look at these two concepts on their own; but when combined, these two hold a lot of important lessons for any aspiring leader. Dont be so quick to disregard emotional intelligence because one day, it can be the ladder to your success!

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