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Thought Leaders in Emotional Intelligence

Thought Leaders in Student Leadership Development

Organizations That Focus on Student Leadership Development

  • The LeaderShape Institute – The LeaderShape Institute is an interactive, energizing, and unique experience that builds leadership skills no other program can match. And since 1986, over 20,000 participants from all over the world have graduated from our program. But be prepared! It is six days of non-stop self-discovery and learning from practical experiences that build your leadership concepts and abilities. It’s go, go, go 12 hours a day… And you’ll love it! (Source: LeaderShape Website)
  • Leadership Educators Institute – The Leadership Educators Institute will engage early and mid-level student affairs educators in active learning and dialogue. The Institute will assist you with program and leadership course development. You will be assigned to small groups for the Institute having the opportunity to network with the foremost leadership development experts in the field and obtain a wealth of material to bring back to campus. (Source: LEI Website)
  • Association of Leadership Educators (ALE) – Membership is open to any individual whose career interest in leadership education. ALE is a growing international professional organization with membership in several countries. (Source: ALE Website)
  • The National Clearinghouse for Leadership Programs (NCLP) – The National Clearinghouse for Leadership Programs, through the development of cutting edge resources, information sharing, and symposia, supports leadership development in college students by serving as a central source of professional development for leadership educators. The National Clearinghouse for Leadership Programs also works to connect leadership educators to one another and support those developing leadership programs in their communities. (Source: NCLP Website)
  • National Service Learning Clearinghouse- Service-learning is a teaching and learning strategy that integrates meaningful community service with instruction and reflection to enrich the learning experience, teach civic responsibility, and strengthen communities. (Source: NSLC Website)
  • National Service-Learning Partnership – The Partnership, founded in 2001, is a national network of members dedicated to advancing service-learning as a core part of every young person’s education. Service-learning is a teaching method that engages young people in solving problems within their schools and communities as part of their academic studies or other type of intentional learning activity. (Source: NSLP Website)
  • ILA (International Leadership Association) – The International Leadership Association (ILA) is the global network for all those who practice, study and teach leadership. The ILA promotes a deeper understanding of leadership knowledge and practices for the greater good of individuals and communities worldwide. (Source: ILA Website)
  • NODA (National Orientation Directors Association) – The National Orientation Directors Association  (NODA) was chartered in 1976 and continues the tradition of orientation, retention and transition professionals who have met annually for over 40 years. The Association is governed by a Board of Directors consisting of regional representatives and officers. Editors for the various NODA publications, regional coordinators, and other appointed positions work closely with the Board to plan and implement activities and services. National and regional networks address special interests such as the adult learner, two-year and small colleges, Canadian colleges, multi-ethnic affairs, GLBT issues and parent services. (Source: NODA Website)
  • ACUI (Association of College Union International) – Founded in 1914, ACUI is a nonprofit educational organization that brings together college union and student activities professionals from hundreds of schools in seven countries. Its members work on urban and rural campuses, in two-year and four-year institutions, and at large and small schools. They are students and administrators whose mission is to build campus community. ACUI enriches them all through education, advocacy, and the delivery of services. (Source: ACUI Website)
  • ACPA (American College Personnel Association) - American College Personnel Association (ACPA), headquartered in Washington, D.C. at the National Center for Higher Education, is the leading comprehensive student affairs association that advances student affairs and engages students for a lifetime of learning and discovery. (Source: ACPA Website)
  • NASPA (National Association of Student Personnel Administrators) – NASPA, student affairs administrators in higher education, is the leading voice for student affairs administration, policy and practice and affirms the commitment of student affairs to educating the whole student and integrating student life and learning. With over 11,000 members at 1,400 campuses, and representing 29 countries, NASPA is the largest professional association for student affairs administrators, faculty and graduate students. NASPA members are committed to serving college students by embracing the core values of diversity, learning, integrity, collaboration, access, service, fellowship, and the spirit of inquiry. (Source: NASPA Website)
  • AFA (Association of Fraternity Advisors) – AFA enhances members’ ability to create fraternity and sorority experiences that positively affect students, host institutions, and communities. Our vision for the future is a unified fraternal movement and an increased recognition of the value of the fraternity and sorority experience. (Source: AFA Website)
  • FEA (Fraternity Executives Association) – The Fraternity Executives Association is a professional association of men’s and women’s fraternity executives dedicated to the common interests of its members by promoting, supporting and encouraging the free discussion and exchange of ideas relating to college fraternal organizations. Its members are employees of the administrative offices of general college social fraternal organizations who promote and uphold the Code of Ethics of the Fraternity Executives Association. (Source: FEA Website)
  • NIC (North-American Interfraternity Conference) - The NIC serves to advocate the needs of its member fraternities through enrichment of the fraternity experience; advancement and growth of the fraternity community; and enhancement of the educational mission of the host institutions. The NIC is also committed to enhancing the benefits of fraternity membership. Today, the NIC has 71 member organizations with approximately 5,500 chapters located on 800+ campuses in the United States and Canada with approximately 350,000 undergraduate members. The NIC is led by a Board of Directors comprised of nine volunteers from member fraternities. The headquarters and professional staff are located in Indianapolis, Indiana. (Source: NIC Website)
  • NACA (National Association of Campus Activities) – NACA links the higher education and entertainment communities in a business and learning partnership, creating educational and business opportunities for our student and professional members. (Source: NACA Website)

Assessments/Instruments

  • The Student Leadership Practices Inventory – The SLPI is the only leadership tool designed specifically for students and young people. Developed by Jim Kouzes and Barry Posner, the second edition of this celebrated instrument package approaches leadership as a measurable, learnable, and teachable set of behaviors. This 360° leadership assessment tool helps students and young people measure their leadership competencies, while guiding them through the process of applying Kouzes and Posner’s acclaimed Five Practices of Exemplary Student Leadership® model to real-life challenges. (Source: Product Website)
  • Socially Responsible Leadership Scale – (SRLS) is an instrument based on the Social Change Model of leadership development. It identifies and measures leadership capacities for research, assessment, and education. (Source: Product Website)

Cool Resources

  • Learningware’s GameShow Pro – Increase comprehension and retention while creating a fun, energetic atmosphere. Gameshow Pro lets you use your own content to create an unlimited number of game shows in 6 familiar TV-style formats. (Source: Product Website)
  • Simulation Training Systems – For more than 34 years, thousands of companies, organizations, universities and charities worldwide have used our award winning simulations to help them create profoundly memorable learning experiences. We have products for two different audiences, please choose one below, and let us show you why our customers value our simulations so highly. (Source: Product Website)
  • HRDQ – Building a model with teammates. Taking a skills assessment. Role playing. Action planning. It’s all part of the HRDQ experience. For more than 25 years, we’ve helped thousands of leading organizations improve performance and solve business challenges with learning solutions based on our unique Experiential Learning Model™. And we want to help you do the same. (Source: Product Website)
  • The Go Game – By utilizing the latest in wireless technology and building upon people’s intrinsic need for fun and connectivity, The Go Game seeks to become the first truly compelling application of the wireless web. Our game encourages players to realize the magic and creativity that surrounds them daily…to see their world as the enriching playground it can be. We aim to re-create the way you recreate. (Source: Go Game Website)
  • Wilderdom – Index to group activities, games, exercises and initiatives.
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The EIL Suite

Image of Emotionally Intelligent Leadership for Students: Facilitation and Activity Guide

Capacities:

Being transparent and trustworthy. Authenticity is a complex concept that emphasizes the importance of being trustworthy, transparent, and living in a way in which words match actions and vice versa. This is no small order.  Beingauthentic means, in part, that emotionally intelligent leaders follow through on commitments and present.

Found in: Consciousness of Self

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Building on assets that come from differences with others. Capitalizing on difference suggests that differences are seen as assets, not barriers. Difference may mean race, socio-economic status, religion, sexual orientation, or gender as well as ability, personality, or philosophy. When capitalized upon, these differences create a larger perspective — a more inclusive view. Emotionally intelligent leaders use these differences as an opportunity to help others grow, develop, and ultimately capitalize on them.

Found in: Consciousness of Others

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Seeking out and working with others toward new directions. As change agents, emotionally intelligent leaders look for opportunities for improvement or innovation — they think about possibilities and are future oriented. They see how change may benefit one person, an organization, or a whole community, and work to make this change happen.

Found in: Consciousness of Others

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Helping others enhance their skills and abilities. Emotionally intelligent leaders know that they cannot do everything themselves. They need others to become a part of the endeavor. Coaching is about intentionally helping others demonstrate their talent and requires the emotionally intelligent leader to prioritize the time to foster the development of others in the group — not just themselves.

Found in: Consciousness of Others

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Identifying and resolving problems and issues with others. Emotionally intelligent leaders understand that conflict is part of any leadership experience. When managed effectively, conflict can foster great innovation. At times conflict is overt and may involve anger, raised voices, or high
levels of frustration. Other times conflict is below the surface and shows itself only through cliques, side conversations, and apathy. Emotionally intelligent leaders are aware of these dynamics and work to manage them.

Found in: Consciousness of Others

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Recognizing and fulfilling your responsibility for others or the group. Emotionally intelligent leaders must be aware of what it means to be a part of something bigger than themselves. An essential component is to fulfill the ethical and moral obligations inherent in the values of the community. As a result, emotionally intelligent leaders know when to give of themselves for the benefi t of others and the larger group.

Found in: Consciousness of Others

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Thinking intentionally about the environment of a leadership situation. The larger system, or environment, directly influences an individual’s ability to lead.

Aspects of the environment affect the psychological and interpersonal dynamics of any human interaction. Emotionally intelligent leaders are in tune with a variety of factors such as community traditions and customs, the political environment, and major institutions (e.g., religion, government).

Found in: Consciousness of Context

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Interpreting the situation and/or networks of an organization. Every group has written/unwritten rules, ways of operating, customs and rituals, power dynamics, internal politics, inherent values and so forth. Emotionally intelligent leaders know how to diagnose and interpret these dynamics. Demonstrating group savvy enables one to have a direct influence on the work of the group.

Found in: Consciousness of Context

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Creating connections between, among, and with people. Developing relationships is a skill as well as a mind-set. This capacity requires emotionally intelligent leaders to build relationships and create a sense of trust and mutual interest. Simply put, individuals, groups, and organizations are stronger, smarter, and more effective when they are rooted in and facilitate positive relationships

Found in: Consciousness of Others

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Understanding others from their perspective. Emotionally intelligent leadership and, more specifically, the capacity of empathy are about perceiving the emotions of others. When leaders display empathy, they have the opportunity to build healthier relationships, manage difficult  situations,and develop trust more effectively. Being empathetic requires an individual to have a high level of self – awareness as well as awareness of others.

Found in: Consciousness of Others

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Demonstrating skills of persuasion. Emotionally intelligent leaders have the ability to persuade others with information, ideas, emotion, behavior, and a strong commitment to organizational values and purpose. They involve others to engage in a process of mutual exploration and action.

Found in: Consciousness of Others

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Motivating and moving others toward a shared vision. Being perceived as an inspirational individual by others is an important capacity of emotionally intelligent leadership. Inspiration works through relationships. Effective leadership entails generating feelings of optimism and commitment to organizational goals through individual actions, words, and accomplishments.

Found in: Consciousness of Others

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Working effectively with others in a group. Emotionally intelligent leaders know how to work with others to bring out the best in each team member. By facilitating good communication, creating shared purpose, clarifying roles, and facilitating results, emotionally intelligent leaders foster group cohesion and truly develop a sense of togetherness that leads to desired results.

Found in: Consciousness of Others

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Being driven to improve according to personal standards. An important nuance of this capacity is the role of personal standards. Individuals often know achievement when they see and feel it. Instead of letting others define what achievement looks like, emotionally intelligent leaders pursue their passions and goals to a self – determined level of accomplishment. This drive produces results and may inspire others to become more focused in their efforts or to work at increased levels as well.

Found in: Consciousness of Self

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Consciously moderating your emotions and reactions. Although feeling emotions and being aware of them is part of this statement, so too is regulating them. Emotional self-control is about both awareness (being conscious of feelings) and action (managing emotions and knowing when and how to show them). Recognizing feelings, understanding how and when to demonstrate those feelings appropriately, and taking responsibility for one’s emotions (versus being victims of them) are critical components of this capacity.

Found in: Consciousness of Self

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Identifying your emotions and reactions and their impact on you. Emotional self-perception means that individuals are acutely aware of their feelings (in real time). In addition, emotional self – perception means understanding how these feelings lead to behaviors. Having emotional self-perception also means that emotionally intelligent leaders have a choice as to how they respond. This capacity enables one to differentiate between the emotions felt and the actions taken. In most situations, both healthy and unhealthy responses are available.

Found in: Consciousness of Self

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Being open and adaptive to changing situations. The best laid plans don’t always come to fruition, so emotionally intelligent leaders need to be responsive to change and open to feedback. By thinking creatively and using their problem – solving skills, emotionally intelligent leaders engage others in determining a new way to reach their goals.

Found in: Consciousness of Self

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Being aware of your own strengths and limitations. Honest self- understanding means that an individual celebrates and honors their strengths and talents while acknowledging and addressing limitations. Honest self-understanding means accepting the good and bad about one’s personality, abilities, and ideas. When emotionally intelligent leaders demonstrate honest self-understanding, they embody a foundational capacity of effective leadership — the ability to see a more holistic self and understand how this impacts their leadership.

Found in: Consciousness of Self

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Having a balanced sense of self. Emotionally intelligent leaders possess a high level of self-worth, are confident in their abilities, and are willing to stand up for what they believe in. They are also balanced by a sense of humility and the ability to create space for the opinions, perspectives, and thoughts of others.

To learn more about this capacity click on the following links to best suit your interests: multimedia, resources, learning activities.”

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Wanting and seeking opportunities. Emotionally intelligent leaders understand and take initiative. This means being assertive and seeking out opportunities. Emotionally intelligent leaders have to both see the opportunity for change and make it happen. Demonstrating initiative means that individuals take action and help the work of the group move forward.

Found in: Consciousness of Self

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Emotionally intelligent leaders demonstrate a healthy, positive outlook and display a positive regard for the future. Optimism is a powerful force that many overlook. When demonstrated effectively, optimism is contagious and spreads throughout a group or organization.

Found in: Consciousness of Self

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