Students spend most hours of their day within Academic Institutions in their classrooms and/or after

school and weekend activities. They are able to acquire knowledge and skills needed to be academically,
socially, emotionally and physically well. All of these factors contribute to holistic growth and
development. However, social and emotional intelligence are key ingredients to an individual’s ability to
adjust and interact with others in rapidly changing societies
Social Intelligence… It involves understanding and empathizing with team members, communicating
clearly, and maintaining a positive attitude. Leaders with social intelligence can improve team
collaboration, resolve conflicts more effectively, and increase employee engagement and satisfaction.

AQ, or Adversity Quotient, refers to a person's ability to understand, manage, and regulate their
emotions, as well as the emotions of others. It encompasses a range of emotional intelligence skills,
including empathy, self-awareness, self-regulation, motivation, and social skills.

Emotional Intelligence (EQ) as playing a central role in nurturing personal and professional relationships.

Emotional Intelligence (EI) is the ability to manage both your own emotions and understand the
emotions of people around you.

Why it is important? it helps leaders to communicate effectively, build strong relationships, manage
conflicts, and inspire their teams to achieve their goals.

Great leaders are distinguished from good ones in that they entail five essential skills of emotional
intelligence. These skills include:

1. self-awareness (awareness of one’s strengths and weaknesses, drives, values and impact on
others),
 self-awareness; self-confidence, realistic self-assessment, self-deprecating sense of
humor,

2) self-regulation (the ability to control and redirect disruptive impulses and moods),

 self-regulation; trustworthiness and integrity, comfort with ambiguity, openness to

change,

3) motivation (accomplished achievements),

 motivation; strong drive to achieve, optimism and commitment to one’s organization,

4) empathy (the understanding of others personal and emotional life experiences) and

 empathy; expertise in building and retaining talent, sensitivity to cross-cultural issues,

service to clients/customers,

5) social skills (the building of rapport with others in order to guide them in the desired directions

 social skill; effectiveness in leading change, persuasive, expertise in leading teams

Leadership Styles

a) the initiator, b) the manager and c) the responder

Leaders who are initiators have clear and strong held visions about their schools and how they should
be. These types of leaders are passionate about their schools, are motivated to make their schools better
and make decisions based on what they think will be best for students, by listening to all parties involved
(Hall & Hord, 2011).

Initiator leaders push others to support the things they believe will help students and move the school
forward. These leaders are prepared to anticipate alternative responses in what may need to be
employed

Manager These types of leaders are organized and efficient and skilled in the way they run their schools.
They focus on formal policies, rules, and procedures (Hall & Hord, 2011). Manager leaders are not quick
to respond to change initiatives as this allows time for the principal and teachers to learn about the
proposed change and to prepare for efficient implementation (Hall & Hord, 2011). They are organized
and provide resources to the members. Manager leaders do many things by themselves rather than
delegating tasks to others. They are also more demanding of themselves than others, as they rather do
the bulk of the work correctly, as to avoid having to make corrections at a later date (Hall & Hord, 2011).
Lastly, the responders approach to leadership focuses on what is happening in the present in their
schools. They do not have visions of what schools should be like in the future. Instead their attention is
on present concerns, feelings, and perceptions. Responder leaders spend time on the phone. Their
pattern of talking is chatty, social and they want everyone to be happy. Responder leaders are open to
others taking the lead and delay making decisions on their own.

We, as school leaders can continue to progress and develop individual leadership styles, as well cultivate
their team members into becoming the best professionals that they can be. Additionally, all stakeholders
of the institution granted they internalize meaningful and holistic leadership, will be better equipped to
cope with continuous changes in life during times of increased globalization; socially, emotionally,
physically and cognitively

“The most precious gift we can offer to anyone is our attention”-

“A leader must be the source of kindness, ethos, authenticity, intelligence, creativity, wisdom and
happiness” –Gialamas