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Individuals participating in Leadership and Learning Teams
will benefit from the opportunity to enhance their own skills
in a variety of areas, and to share what they learn with their
colleagues,
- Learning about Emotions
and Emotional Intelligence
In The Principal's Companion (2003) Robbins and Alvey
point to the work of Goleman, Boyatsis, & McKee, Primal
Leadership (2002) in describing the role of emotions
in leadership, or what Goleman calls 'primal leadership':
"Great leadership works through emotions... the
best leaders have found effective ways to understand
and improve the way they handle their own and other
people's emotions. Understanding the powerful role of
emotions in the workplace sets the best leaders apart
from the rest—not just in tangibles such as better
results and the retention of talent, but also in the
all important intangibles, such as higher morale, motivation,
and commitment" (p. 4-5).
The Leadership Team should focus some staff development
time on leadership skills, including communication skills
and, specifically, the importance of emotional intelligence
in leading. While some may argue that "they are the
way they are", emotional intelligence can actually
be learned and enhanced. There are paper-pencil instruments
for measuring emotional competencies such as emotional
awareness, managing one’s own emotions, self-motivation,
empathy, and capacity to coach other's emotions. Developing
leadership goes hand-in-hand with understanding the role
of emotional intelligence.
- Sharing Information
and Skills
The Leadership Team, once exposed to a new skill set, and
having practiced and agreed that the skill set is valuable
for all members of the faculty, may, in turn, facilitate
the communication of the skills to their Learning Teams.
Next: 3. Evaluate
the Mentoring and the
Learning Team Processes
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