Mission+Tapping+Emotional+Intelligence

=**Tapping Emotional Intelligence**=

==How important is relationship building in affecting change in the professional development of teachers? According to Kitchen (2009), school leaders must have authentic and meaningful relationship to trigger change (p. 56). In his four year narrative inquiry at Lippincott Elementary School, working closely with Bob Fitzgerald, an experienced teacher, Kitchen observed that his relationship with Bob transformed them both as educators. Kitchen’s empathy towards Bob’s frustration with new technology and his relationship with his administration was received with much gratitude by Bob. With positive feedback and respect from Kitchen, Bob felt he had the support to take risks in his professional renewal (p. 55). In turn, Kitchen was able to reflect on his practice as an educator during his observations and collaboration with Bob. The mutual regard that both had for each other was evident in Kitchen’s narrative.==

==Kitchen strongly believed that developing a working relationship built on empathy, mutual respect, and care (p.57) was more important in professionally developing a teacher than a traditional teacher development workshop (p. 58). He refers to Goleman et al (2002) and their research on emotional intelligence as a key factor in developing successful leaders as change agents.==

==Goleman, Boyatzis, and McKee (2002) believe that “great leadership work through the emotions” (p. 14). They cite key competencies present in great leaders or change agents, which is outlined below. Read it thoroughly and reflect about the leaders (administrators, team leaders or yourself!) you have worked with or are working with now and reflect on whether they possess some of these attributes. You are encouraged to include your reflections in your final mission. ==