Am I “Right” or am I Wrong?

As I try and disseminate the mounds of information at the midpoint of this program I keep coming back to this resonating theme of “rightfulness”.  Jim Mooney advises, “Do the right thing right.”  Linda Johnson suggests that we ponder, “What is the right thing to do?” as our first question in response to a crisis.  Lastly, Phil Peck lists virtue, integrity, and trustworthiness as some of the qualities / characteristics that heads look for in prospective leaders.  So if we all seem to value mindfulness as a driving force for leadership then why are we not incorporating this quality into the culture of our schools and better preparing our students for a world that values strong emotional intelligence in its leaders?  
When doing just a minuscule amount of research on this topic it becomes evident very quickly that data supports the claim that strong emotional intelligence in the leadership of an organization directly affects retention of high-quality employees and overall productivity. Daniel Feldman, president of Leadership Performance Solutions and author of "The Handbook of Emotionally Intelligent Leadership", explains, "Research suggests that effective leaders use their personal power to influence others as much as their position power. Position power is based on the authority from the formal position that one holds. Personal power is based upon one’s relationship with others. Personal power is built through the use of the skills of emotional intelligence."
As this week of self-reflection wraps up I am going to spend a few more minutes exploring the concept of personal power.  I am grateful to my ISANNE teammates for introducing me to the concept of, “Managers do things right. Leaders do the right thing.”  - Warren G. Bennis