Final Project LEAD520 Dr. Susan Sasiadek Michael Cole November 3, 2011

1. Final Project LEAD520 Dr. Susan Sasiadek Michael Cole November 3, 2011

2. Introduction • My personal Leadership Developmental Plan • Southwestern College Professional Studies • Eight Areas for development

3. Leadership Daniel Goleman (2000) six basic leadership styles Of the six the main style that fits me is the coaching style. Other high areas are pacesetting, affiliate, and democratic styles

4. Organizational Chart VP for Professional Studies Pamela Monaco Registrar Stacy Townsley Graduate Assistant Associate Vice President for Professional Studies Deb Stockman Director of Special Projects Candyce Duggan Director of Academic Affairs Michael Holmes Director of Organizational Partnerships Mary Johnson Director of Admissions and Military Partnerships Heather Kesterson Operations Specialist Director of Learner Services Joni Rankin Director of Academic Success Coaching Dana Johnson Coordinator of Marketing and New Media Coordinator of Academic Quality and Scheduling Affiliate Faculty Communication Admissions Counselors (5) Coordinator of GoArmyEd/eArmyU Academic Success Coaches (10) Coordinator of Education Programs Coordinator of Academic Innovation and Assessment Coordinator of Information and Instructional Technology Graduate Academic Success Coach Data Management Specialist

5. Performance Evaluation My performance evaluation is measured by the Director of Academic Affairs (direct supervisor) There is also an evaluation process for when I perform the duties as an instructor Peer-reviews

6. Performance Development Individual – enlist 360 degree feedback Group – work on different processes that will help the group to develop skills that are not in their comfort zone. Team – set positions for the team members so they can work on new challenges

7. Decision Making • Assign positions within the group • Chair • Scheduler • Note-taker, etc. • Gather feedback from all parties • Establish goals • Make deadlines • Report findings

8. Decision Making (cont.) • Brainstorming sessions • Create topics for sessions • Break out into smaller groups • List ideas from the session • Prioritize the list by determining what has a higher precedence • Encourage participation • Assign duties to individuals so they can report the findings • Allow everyone to have an equal voice

9. Communication • Internal • Communication within the organization has many different means • Email • Open-doors • Phone • Groups • Workgroups within the department • Workgroups outside of the department but internal to the organization • Teams

10. Communication (cont.) • External • Communication with external sources is established in a more formal manner • Press releases • Formal letters • Email communications • Sometimes they have to be approved before they are released to the public to ensure proper confidentiality or technical information

11. Conflict Resolution • Internal • Management resolutions • Investigations • Following the proper channels • Information readily available to all parties • Timely responses to conflicts • Resolutions accepted by all parties (even though both parties may not agree)

12. Conflict Resolution (cont.) • External • Finding the right avenue for the resolution • Prioritizing the conflicts • Treat differently than internal conflicts • Show caution so the conflict does not raise to a whole new level • If needed involve the managers so they can assist with a peaceful resolution

13. Change Management • Process • Task group inputs • Training, training, training • Introduction of change • Continuous change education • Proceed with change • Follow-up with processes

14. Reference Goleman, D. (2000). Leadership that gets results. Harvard Business Review. McCauley C., Van Velsor E. (2004). The center for creative leadership: Handbook of leadership development, 3rd Ed. Hoboken, NJ: Wiley Publishers