Steve Schroeder

Former Board President

Relational leadership: What it is and why it matters more than ever

In today’s polarized, fast-moving and highly scrutinized public environment, technical competence and policy knowledge alone are no longer sufficient for effective leadership. Elected officials are increasingly being called upon not just to govern, but to lead through relationships. This is where relational leadership becomes not just relevant, but essential.

Relational leadership is grounded in the understanding that leadership is not primarily about authority, position or control — but about influence, trust, connection and shared purpose. For elected officials, whose legitimacy is derived from the public they serve, relational leadership is not optional; it is foundational.

The shift from transactional to relational leadership

Traditional models of leadership emphasized hierarchy, command and compliance. Leaders made decisions, others followed. While this approach may have worked in stable environments, it is poorly suited for today’s complex and adaptive challenges.

Relational leadership recognizes that:

• People support what they help create.
• Trust precedes effectiveness.
• Influence is earned through credibility and connection, not title.

For elected officials, this shift is particularly important. Governance does not occur in isolation, it occurs in relationship with constituents, fellow board or council members, administrators, staff and the broader community.

Relational leadership reframes the role of elected officials from “decision-makers only” to stewards of relationships, culture and collective outcomes.

Trust: The currency of public leadership

Trust is the cornerstone of relational leadership. Without trust, communication breaks down, collaboration falters and even well-intended decisions are met with skepticism or resistance.

Timothy R. Clark’s work on psychological safety reminds us that people must feel safe to:

• Belong
• Learn
• Contribute
• Challenge

In a governance context, this means creating boardrooms and public spaces where:

• Differing viewpoints are welcomed.
• Questions are encouraged.
• Mistakes are treated as learning opportunities.
• Dissent is handled respectfully.

Elected officials who cultivate this environment strengthen not only their board or council, but public confidence in the institution itself.

Relational leadership and healthy governance culture

A healthy governance culture does not emerge by accident, it is intentionally built. Research and practice consistently show that high-performing boards share several relational characteristics:

• Mutual respect
• Clear roles and boundaries
• Open, honest communication
• A commitment to collective responsibility

Patrick Lencioni’s work on the Five Dysfunctions of a Team reinforces that trust is the foundation upon which productive conflict, commitment, accountability and results are built.

For elected officials, relational leadership means:

• Investing in relationships before crises occur.
• Addressing tension directly but respectfully.
• Focusing on issues, not personalities.
• Holding one another accountable in service of shared goals.

Influence over authority

Relational leaders understand that influence is more powerful — and more sustainable — than authority. Kouzes and Posner’s research emphasizes that when leaders are at their best, they exhibit five key practices:

1. Model the way
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
5. Encourage the heart

For elected officials, this translates into:

• Leading by example in behavior and tone.
• Articulating a compelling vision rooted in community values.
• Empowering administrators and staff rather than micromanaging.
• Recognizing contributions and celebrating progress.

When influence replaces coercion, governance becomes a collaborative enterprise rather than a positional contest.

The role of the board chair and governance leaders

Relational leadership is particularly critical for board chairs and presiding officers. Their role is not merely procedural — it is profoundly relational.

Effective governance leaders:

1. Build and sustain relationships among board members and with leadership.
2. Balance relational and governance responsibilities, ensuring neither is neglected.
3. Facilitate communication and collaboration.
4. Lead through influence, not control.
5. Develop future leaders.

This relational stewardship shapes the culture of the entire organization. When the chair models humility, curiosity and respect, others follow. When they model defensiveness or dominance, dysfunction multiplies.

Relational leadership in action and community engagement

For elected officials, relational leadership extends far beyond the boardroom. It is most visible in how leaders engage with their communities.

Relationally strong elected officials:

• Listen before they speak.
• Seek understanding, not just agreement.
• Communicate with clarity and compassion.
• Are accessible and responsive.
• Treat every interaction as a trust-building opportunity.

Community engagement is not a public relations function, it is a relational practice. When leaders consistently engage with authenticity and respect, even difficult decisions are more likely to be understood, if not universally supported.

Accountability with humanity

One of the most misunderstood aspects of relational leadership is accountability. Some assume that a relational approach avoids conflict or consequences. In reality, relational leadership demands more accountability, not less, because accountability is framed around shared purpose and mutual respect.

Relational leaders:

• Hold themselves accountable first.
• Frame feedback as growth, not punishment.
• Separate the person from the behavior.
• Maintain high expectations while offering high support.

This approach strengthens performance while preserving trust, an essential balance for elected officials navigating complex public systems.

Humility, feedback and continuous improvement

Exceptional elected leaders recognize that leadership is a practice, not a destination. They embrace:

• Vulnerability
• A continuous improvement mindset
• An aptitude for feedback
• Humility
• Focus on what is within their control

Relational leadership requires leaders to be learners — open to critique, willing to adapt and committed to growth. This posture not only enhances effectiveness but models the very behaviors we seek in our organizations and communities.

What exceptional boards and elected bodies do

Relational leadership is not abstract, it produces tangible outcomes. Exceptional boards and elected bodies consistently (Schroeder and Saron, 2003):

• Engage the community.
• Employ best governance practices.
• Empower the superintendent/CEO or chief administrator.
• Evaluate their own performance.
• Encourage and role-model a culture of feedback, continuous improvement, gratitude, relationships and care.
• Expect and monitor results.
• Ensure focus on outcomes and ends, not just activity.

These are not merely technical practices, they are relational commitments.

Why this matters now

At a time when public trust in institutions is fragile, relational leadership offers a powerful path forward. It humanizes governance. It restores credibility. It creates conditions where difficult work can happen with integrity and respect.

For elected officials, relational leadership is not about soft skills, it is about core leadership competence.

Because ultimately, leadership is not measured by how many decisions we make, but by the trust we build, the cultures we shape, the people we empower and the outcomes we achieve together.

And in that work, relationships are not secondary — they are the work.

To go even deeper into this topic, join Steve and his governance team colleagues from Sun Prairie Area School District who will be hosting a half-day pre-conference session, Leading with Purpose: Governance Workshop for Education Leaders as an optional add-on to Elevate 2026. The interactive workshop is designed for three governance roles to participate together, creating a shared learning experience and aligned outcomes. It includes practical frameworks, real-world insights and peer discussion focused on ethical leadership, accountability and future-ready decision-making.