Balancing warmth and competence is an important element for teachers and leaders to embrace. Fiske (2002) proposed a continuum model describing these characteristics with individuals perceived to possess low to high warmth and competence Teachers and leaders who strike an appropriate balance of high warmth and competence may be more likely to receive support with their organizations, develop a strong set of connections with influential sponsors, and generally be well-respected and regarded among peers and supervisors. On the other end of the spectrum, individuals perceived with low warmth and competence are seen as lower in status than others, and may inspire feelings of contempt, anger, and resentment among their peers and supervisors. Such individuals may be ostracized by others in their organization, may not possess leverage to help their teams with resources, and may find themselves on the receiving end of blaming and scapegoating.