The Socially Intelligent Leader

New findings on the social nature of the brain reveal the need for principals to fashion a school culture of warmth and trust.

Ms. Smith, a seasoned middle school principal, prided herself on acclimating new teachers to her school's practices. She modeled lessons for teachers and made herself available to answer their questions. She remained frustrated, however, when three of her newly hired teachers were slow to use strategies that she knew would help their students. So Ms. Smith tried something different. One day, she got substitute coverage for the three teachers and took them to another school to watch two master teachers instruct their classes. Afterward, she took them out to lunch as her guests and spent the rest of the day talking over what they had observed. Within two weeks, she was seeing the changes in their classrooms that she had hoped for.

Taking time to forge that human connection gave this leader more leverage than she had thought possible. The new field of social neuroscience suggests why a personable leadership style makes sense. The person-to-person climate created by positive interactions can make principals more effective leaders—which in turn helps both teachers and students learn better. The improvement touches all students, from gifted youth to those most at risk of dropping out. A rising tide, an old saying goes, lifts all boats.

Source: Educational Leadership, September 2006