Preface. 1. A Remarkable Convergence. 2. Moral Purpose. 3. Understanding Change. 4. Relationships, Relationships, Relationships. 5. Knowledge Building. 6. Coherence-Making. 7. The Hare and the Tortoise. References. Index. About the Author.

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Leading in a Culture of Change

International evidence suggests that educational reform’s progress
depends on teachers’ individual and collective capacity and its link with schoolwide
capacity for promoting pupils’ learning. Building capacity is therefore
critical. Capacity is a complex blend of motivation, skill, positive learning,
organisational conditions and culture, and infrastructure of support. Put together,
it gives individuals, groups, whole school communities and school systems the
power to get involved in and sustain learning over time. Developing professional
learning communities appears to hold considerable promise for capacity building
for sustainable improvement. As such, it has become a ‘hot topic’ in many
countries.

Professional Learning Communities: A Review of the Literature

To address present and future leadership needs, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance. The developmental processes of leader and follower self-awareness and self-regulation are emphasized. The influence of the leader’s and followers’ personal histories and trigger events are considered as antecedents of authentic leadership and followership, as well as the reciprocal effects with an inclusive, ethical, caring and strength-based organizational climate. Positive modeling is viewed as a primary means whereby leaders develop authentic followers. Posited outcomes of authentic leader–follower relationships include heightened levels of follower trust in the leader, engagement, workplace well-being and veritable, sustainable performance. Testable propositions and directions for exploring them are presented and discussed.

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“Can you see the real me?” A self-based model of authentic leader and follower development

Servant leadership stresses personal integrity and serving others, including employees, customers, and communities. This article focuses on a servant leadership measure that was created by identifying 9 dimensions. Relevant items were then developed and subjected to factor analysis with a sample of 298 students, resulting in a 7-factor solution. Using an organizational sample of 182 individuals, we verified this 7-factor model with confirmatory factor analysis (CFA). We further validated our 28-item servant leadership scale by regressing outcomes on the servant leadership dimensions, controlling for transformational leadership and leader–member exchange (LMX) in a multi-level hierarchical linear modeling (HLM) analysis. The results suggest that servant leadership is a multidimensional construct and at the individual level makes a unique contribution beyond transformational leadership and LMX in explaining community citizenship behaviors, in-role performance, and organizational commitment. No between-leader (group-level) differences were found in the outcomes variables.

Servant leadership: Development of a multidimensional measure and multi-level assessment ☆

Journalists and authors of trade books increasingly assert a female advantage in leadership, whereby women are more likely than men to lead in a style that is effective under contemporary conditions. Contrasting our analysis of these claims with Vecchio's [Leadersh. Q. 13 (2002) 643] analysis, we show that women have some advantages in typical leadership style but suffer some disadvantages from prejudicial evaluations of their competence as leaders, especially in masculine organizational contexts. Nonetheless, more women are rising into leadership roles at all levels, including elite executive roles. We suggest reasons for this rise and argue that organizations can capture the symbols of progressive social change and modernity by appointments of women in key positions.

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The female leadership advantage: An evaluation of the evidence

Preface Acknowledgments Part I The Power of Emotional Intelligence 1. Primal Leadership 2. Resonant Leadership 3. The Neuroanatomy of Leadership 4. The Leadership Repertoire 5. The Dissonant Styles: Apply with Caution Part II Making Leaders 6. Becoming a Resonant Leader: The Five Discoveries 7. The Motivation to Change 8. Metamorphosis: Sustaining Leadership Change Part III Building Emotionally Intelligent Organizations 9. The Emotional Reality of Teams 10. Reality and the Ideal Vision: Giving Life to the Organization's Future 11. Creating Sustainable Change Appendix A EI versus IQ: A Technical Note Appendix B Emotional Intelligence: Leadership Competencies Notes Index About the Authors

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Primal leadership : realizing the power of emotional intelligence

Primal leadership : learning to lead with emotional intelligence

This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Primal Leadership

When leadership is resonant, followers become upbeat and enthusiastic and vibrate with the leaders. Resonance amplifies the emotional impact of leadership. When leadership is dissonant, people have a sense of being continually off key. Dissonant leaders lack empathy and also tend to transmit emotional tones that resound most often in a negative register. Dissonant leaders can range from the “abusive tyrant, who bawls out and humiliates people, to the manipulative sociopath.” Some dissonant leaders are more subtle. They use a surface charm or social polish, to mislead and manipulate.

The New Leaders: Transforming the Art of Leadership into the Science of Results

Foreword Chapter 1 Great Leaders Move Us Chapter 2 The Leader's Challenge Chapter 3 Dissonance is the Default Chapter 4 Waking Up to Resonance and Renewal Chapter 5 Intentional Change Chapter 6 Mindfulness Chapter 7 The Power of Hope Chapter 8 Compassion Chapter 9 "Be the Change You Want to See in the World" (*Gandhi) Appendices A and B

Annie McKee

Papers

Primal leadership : realizing the power of emotional intelligence

Primal leadership : learning to lead with emotional intelligence

Primal Leadership

The New Leaders: Transforming the Art of Leadership into the Science of Results

Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion