Modern schools need to survive and develop in a complex and changeable environment, which requires school leaders not only to use scientific theories and methods to carry out their work, but also to rely on rich experience and intuitive judgment to deal with problems, which requires school leaders to have superb leadership skills. The so-called leadership art refers to the skills that leaders show when exercising their leadership functions. It is based on certain knowledge and experience, leading artistic skills in an irregular and creative way. First, skillfully use the art of dealing with people, that is, the art of interpersonal communication, or the art of coordinating interpersonal relationships. Because as the core content of leadership work, it is to manage and make good use of good people, coordinate the relations between all parties, fully mobilize the enthusiasm and creativity of all parties, and effectively accomplish organizational goals. Smart school leaders skillfully use the art of dealing with people, correctly handle all kinds of complicated interpersonal relationships, and form the best resultant force that is conducive to achieving the goal. 1. Treating the artistic talents of subordinates is the key to handling the relationship with subordinates. Because they are good at making use of their subordinates' strengths, their talents are brought into full play and their work is recognized by organizations and leaders. They are naturally willing to work under the leadership, and the relationship between superiors and subordinates is bound to be harmonious. Otherwise, if he is forced to do something he is not good at, it will be difficult to be effective, and the leader will be dissatisfied with his work and he will feel wronged himself. Over time, the relationship between superiors and subordinates is bound to be tense. Being good at respecting, caring and caring is a skill to deal with the relationship with subordinates. As a school leader, we should be good at using the art of caress and affinity to understand, care, trust, tolerate and respect every faculty member, which will help them speak freely and enhance mutual trust. For example, when they get achievements at work or meet happy events at home, they should give sincere congratulations to show their encouragement; When they encounter setbacks and misfortunes, as school leaders, they should give timely care and condolences to make them feel warm and increase their confidence and courage. It is absolutely necessary to criticize and educate the shortcomings and mistakes of subordinates. But we must master ways and means, pay attention to discretion, be sincere, and not use sarcastic tone. If criticism is wrong, you are not afraid of losing your dignity. You should dare to take the initiative to admit your mistakes and eliminate barriers, which is conducive to unity. 2. Treat art at the same level, correctly handle the relationship at the same level, especially pay attention to methods and art, and in general, actively cooperate and not be offside. As a leader at the same level, Qi Xin should not only actively cooperate with the work, but also interfere in other people's work. We should respect the functions and powers of other departments and other leaders, safeguard their prestige, and don't interfere with and comment on other people's work casually. Improper interference in the work within the scope of authority of others will disrupt the deployment of others, affect their work, hurt their feelings and self-esteem, and cause their dissatisfaction. Therefore, we must never interfere in matters that fall within the purview of others, and we must never shirk our responsibilities. When we have the ability and need to help others with their work, we must grasp the scale and measure, grasp the opportunity and method, and avoid negative effects. Distinguish between right and wrong, not haggle over every ounce. We should take the overall situation into consideration in our work, proceed from the good desire of maintaining unity, adhere to the principle of "distinguishing right from wrong, regardless of the overall situation" and be tolerant of people's words. We should listen to tough criticism, tolerate severe criticism and tolerate temporary misunderstandings. Be strict with yourself, be lenient with others, be modest and patient, and be open-minded. See strange ideas without envy, and treat peers with tolerance. Be kind and tolerant of colleagues who are irritable, extreme and angular and have difficulties in doing things, and forgive others' shortcomings and mistakes. We should also have a tolerant attitude, be self-aware, dare to face up to our own shortcomings and admit the advantages of others. Read others' strengths, promote others' strengths, and be willing to be a ladder; Don't be jealous of other people's talents and abilities. Not afraid of others surpassing themselves, learn from others' strengths with an open mind, increase their own talents and make progress together. Without the support and help of taking credit, we can truly strive for power, responsibility, difficulty, merit and responsibility, so that the relationship between leaders will be closer and more harmonious and truly help each other in the same boat. 3. The art of treating superiors. When dealing with superiors, we should find our own role and position, do our best and not be offside. This is the premise of handling the relationship with superiors. At work, we should be good at understanding the intentions of leaders and adapt to the characteristics and habits of superiors. We must take things for power, do more daily chores, do more work in the early stage, and take less credit in the late summary stage to avoid misunderstanding; Show yourself in front of your superiors that you don't stick to the form, strive for things without seeking emptiness, and make good use of good ideas. The work should be focused, the rhythm should be exquisite, the quality and efficiency should be high, the work rhythm should be stable, and the officers should not delay; Use "equidistant diplomacy" to get along with each other sincerely, avoid too close contact or differences in intimacy, and strive to handle the relationship with superiors in order to do the work undertaken. Second, the art of improving work efficiency In order to improve the work efficiency of leaders, leaders are required to form the habit of thinking about key points and keys, and form the habit of grasping key points and keys. Don't use your strength evenly at work. As a manager, you must focus on a certain stage of your work. For example, team building should attach importance to key teachers and key personnel, that is, it is necessary to put 80% of the strength on 20% of the people to produce 90% of the results. Grasp the key points, grasp the key points and "play the piano well" at the same time. Pay attention to the following points in practical work: 1. Leaders must do what leaders should do. Doing what leaders do is the first condition to improve the efficiency of leadership. As leaders, we must always keep in mind our job responsibilities and don't let energy and time be consumed unnecessarily. This means not interfering in the affairs of the leaders at the next lower level and not exceeding their authority. As many foreign works to improve leadership efficiency emphasize: "Don't do what you can authorize others to do." In addition, don't reverse the priorities of your work. Leaders should focus on major overall decision-making issues and should lead the masses forward, not replace them. 2. Incorporate higher efficiency into burnham's masterpiece "Improving Work" in a simple way.