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OSU Leadership Center

College of Food, Agricultural, and Environmental Sciences


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By: Beth Flynn, Tuesday, October 27th, 2020

"Relationship management represents the level that all people that want to lead aspire to. This is being able to become a great, brave leader that everyone is proud of. This is to be able to better influence people. It is everything that emotional intelligence culminates into and it defines how you are better able to interact with everyone else. As you are able to better process everything, you become better at understanding the nuances of relationships. You see how to influence and how to lead. To be strong in this competency is to be able to really roll with the ways in which you live. To be strong in this competency is to know that, at the end of the day, you can better control the ways that you see the world. To be strong in this competency is to be capable of changing the world and to make sure that you leave it in a way that is far better than it ever was before you arrived into it (p. 79-80)."

From: Bradberry, B. (2020). Emotional intelligence: develop empathy and increase your emotional agility for leadership, improve your social skills to be successful at work and discover why it can matter more than iq/eq 2.0 [Kindle version]. Retrieved from

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By: Beth Flynn, Tuesday, October 20th, 2020
  • "Know that getting better starts on the inside. It's not 'them,' it's you.
  • Ask for feedback (and really listen).
  • Don't shoot the messenger. Have a 'beginners' mind-set.
  • Keep an accountability journal.
  • Seize every opportunity to develop yourself.
  • Hire people that are smarter than you.
  • Get a mentor, be a mentor (or do both).
  • Don't be afraid to change your mind.
  • There is no finish line in learning (p. 47-50)."

From: Studer,Q. (2020). The busy leader's handbook: how to lead people and places that thrive. Hoboken, NJ: Wiley and Sons.

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By: Beth Flynn, Tuesday, October 13th, 2020

"Leadership is an interesting quality. This crazy world can make it seem like you've got to be bossy to be a boss. The notion of having everyone watching you is a cue to your leadership, but so is the idea that you are looking at everyone else.

Real leaders are aware of what is going on in their teams and in their families, and what they can do to make systems and organizations better. True leaders are in the category of their own because they are more concerned with helping others than making themselves look good. All too often people strive to do the right thing in order to be recognized for their accomplishments. If we are comparing ourselves to others, we are really getting distracted. We have an epidemic of insecurity in our world today. We don't know why certain people are chosen to work on certain projects or be promoted in different ways. It is something we have zero control over. If we take the energy we might have wasted trying to figure out why things happen and, instead, use it to work on ourselves and help others, we'll be too occupied with making the world better to ever worry about what he next person is doing. Looking at our life or work as a competition, breeds insecurity that focuses on winning at any cost. When we are kind, we realize we've already won (p.99-100)."

From: Bankert, A. (2020). Your hidden superpower: the kindness that makes you unbeatable at work and connects you with anyone. Nashville: Harper Collins Leadership.

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By: Beth Flynn, Tuesday, October 06th, 2020
  • "Leading for compassion involves becoming a high-level compassion architect.
  • Leading for compassion often entails using communication channels to reach a broad audience and reinforce a culture of shared humanity.
  • Leading for compassion can entail transformation and change of all elements of the organization's social architecture.
  • Leading for compassion involves legitimizing suffering and compassion in the organization and drawing attention to the beauty of compassion in human communities.
  • Leading for compassion evokes emergent patterns of compassion that expand far beyond a centralized approach (p. 278-279)."

From: Worline, M.C., & Dutton, J.E. (2017). Awakening compassion at work. Oakland, CA: Berrett-Koehler Publishers, Inc.

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