The Essential Academic Leader. Jeffrey L. Buller Harriet L. Wilkes Honors College Florida Atlantic University. Today’s Workshop. The Foundations of Academic Leadership The Importance of Communication in Academic Leadership Leading Change Coping with the Stress of Academic Leadership .
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Jeffrey L. Buller
Harriet L. Wilkes Honors College
Florida Atlantic University
In the end, people don’t respond to your “technique.”
They respond to your values.
Use your resources!
In this workshop, your resources are:
The ability to motivate and unite individuals to work together towards a common goal.
fast moving leader, change agent
promotes ideas (own or others)
keeps the peace and encourages cooperation
makes sure things are done right
is innovative in developing new ideas and strategies
When the work’s done right,
With no fuss or boasting,
Ordinary people say,
Oh, we did it.
are hardly known to their followers.
Next after them are the leaders
the people know and admire;
after them, those they fear;
after them, those they despise.
To give no trust
is to get no trust.
Credibility is the cornerstone of exemplary leadership.
Adapted from Reginald Leon Green, Practicing the Art of Leadershipthird edition (New York, NY: Pearson, 2009) pp. 139-142
The Classical Modelthe best
The Administrative Modelthe satisfactory
The perfect is the enemy of the good.
The Incremental Modelsmall decisions
The Mixed Scanning Modelcombines Administrative and Incremental Models
The Garbage Can Modeltrial and error
The Political Modelemphasizes power and influence
Drawn from six case studies performed by Arthur Padilla in Portraits of Leadership: Six Extraordinary University PresidentsA Leadership Case StudyExercise #1 (Part 1 of 2)
Place a check mark in the box for any one of these qualities and experiences that applies to you
Place a check mark in the circle for any one of these qualities and experiences that you believe significantly contributed to your success as an academic leader
What are the most important qualities that you identify?
A Leadership Case Study
Exercise #1 (Part 2 of 2)
We’re all middle managers now.
Complete Exercise #2.1 in your materials as you are instructed.
Break into groups by your interaction types
All faculty members
All staff members
Training meetings (advising, new software, new policies)Communication and Group DynamicsSee the worksheet in the materials.
“If you are satisfied with the world as it is, you should never become a university president.”
--One current university president
“More problems are caused in the world today by people who cannot work with things as they are than by anything else.”
--Another current university presidentTwo Approaches to Leadershipand Change
Obstacles to Progress
The institution you serve would not have achieved its current greatness if it hadn’t done many things right.
Which point of view do you agree with more?
But changes resulting from internal forces can be more creative and effective
So, while you should never mislead people about the need for a change or (even worse) seek change for its own sake…
… it is beneficial to anticipate the forces that will make change necessary before others see them and clearly convey these easons to othersLeadership and ChangeSo, Remember …
Communicate the reasons for and the probable benefits of this change early and often
Create clear ownership of and leadership for the change
Develop and follow a practical plan for the changeNine Steps to Effective Change1 of 2
6. Maintain a focus on the end result
7. Celebrate each success along the way
Make these new approaches permanent in the way your unit sees its mission (“anchor the new ideas in the culture”)
Put as much energy into sustaining the change as you do initiating itNine Steps to Effective Change2 of 2
What are some of the things that need to be changed in:
What causes stress in your professional life?
the preoccupation with the stress inducer goes away
This is the single best strategy you can adopt.
Pain is inevitable.
Suffering is optional.
What are some positive approaches that you’ve used to deal with stress?
Capable of seeing only the good
Capable of finding a good or preferable outcome
Introduce a positive observation into a group conversation.
Observe how long it takes before the first negative observation is made.
It takes two people to keep a conflict going …
… but it only takes one to end it.
A: Qualities of effective leaders
B: Self-evaluation: What do you do best?
C: How confrontational are you?
D: Are you too rigid?
All published by Jossey-Bass.
Are there any major issues that you’d still like to discuss?