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Achieving Success through LeadershipA Development Program for Buffalo State Leaders Information 2006-07 Program
Leadership development at Buffalo State - History • Call for leadership development in strategic plan – Initiative 5.3 “Empowering leadership at all levels” • Task Forces on leadership – chairs, professionals, managers, student leadership subcommittee • Implementation team developed program based on recommendations of task forces
Leadership Development Planning Assumptions • Development happens over time as part of a process or system; • Leadership is teachable - the key capacities needed for effective leadership – self-awareness, systemic thinking and creativity - are developable; • Development is maximized by a variety of experiences that challenge people, support them, and provide them with understanding of how they are doing;
Leadership Development Planning Assumptions • Leadership development processes that integrate various experiences and embed them in the organizational context are more likely to be effective. • The most effective developmental experiences combine three elements – feedback, challenge and support. • Components of the leadership development system must be designed to provide leadership opportunities for administrators, faculty, staff and students.
Leadership Development Planning Assumptions • An individualized, feedback-intensive approach is recognized as having the greatest impact and therefore, represents a significant component of this program. • Leadership development occurs when an individual is motivated, has an adequate ability to learn, and recognizes when new behaviors, skills, and attitudes are required.
Benefits to Participants • Improved self-awareness • Mastery of tools & strategies for addressing organizational problems • Ability to work more effectively with others to achieve the strategic goals • Improved social awareness
Benefits to Participants • Ability to think more strategically and identify meaningful goals • Improved leadership skill set including: • Problem-Solving Skills • Social Judgment, Social Skills, and Emotional Intelligence • Knowledge (ensure technical competence as part of development planning)
Benefits to the Institution • Short-Term (3-5 years) • Units make significant advances toward strategic goals • Program participants develop leadership capacity of faculty and staff in their units • Senior leaders have a framework and support for developing emerging leaders and direct reports
Benefits to the Institution • Long-Term (5-10 years) • Leadership is one of our competitive advantages • Effective leaders anticipate and resolve complex issues facing Buffalo State College • We become recognized and known for leadership in higher education • We have the capacity to better attract and retain faculty, staff & students with leadership potential.
Achieving Success through Leadership Program Design • Battery of feedback instruments • Foundations of Leadership workshop • Individual leadership development plans • Ongoing coaching • Regular cohort meetings • Skill-building workshops • Closing session and evaluation
Feedback Instruments • Leadership Performance Measures • Skillscope and Leadership Practices Inventory – multi-rater feedback (supervisor or dean, colleagues, direct reports) • Problem-solving Measures • Consequences, FourSight & Attitudes Toward Divergent Ideas • Social Skills and Judgment Measure • Index of Emotional Intelligence – multi-rater feedback • Personality Measure • Myers-Briggs Type Indicator
Foundations of Leadership • “What is leadership” • models, theories, leadership in organizations • “Who am I as a leader” • self-awareness, one-to-one debriefing on feedback instruments
Skill Building Workshop Problem Solving Skills • Adaptation • Ability to see alternative solutions • Explore ambiguity • Ability to question assumptions • Ability to think analytically • Ability to detect problems • Goal setting
Skill Building WorkshopSocial Judgment, Social Skills, and Emotional Intelligence • Conflict management • Negotiation • Influencing • Team Building • Active listening • Ability to give feedback • Communication • Ability to motivate others through participative decision making • Appreciation for diversity
Individual Work • Create individual leadership development plans based on feedback • Work with coach to deal with obstacles, challenges to accomplishing the development plan • Engage in developmental assignments • Work with supervisor/dean to get ongoing feedback, support
Cohort Meetings • Purpose • Create a shared experience that provides: support and a source of peer feedback; networking opportunities; a sounding board for each other; and momentum to stay on track. • Once a month Spring semester– lunchtime • Structured discussion based on assignment or on a topic
Roles • Participant - Director, chair, program leader at Buffalo State • Feedback Interpreter - Meets one-to-one with participants to review and clarify data from feedback instruments • Coach - Has ongoing meetings with participants throughout the program to support them in accomplishing their development plans • Supervisor/Dean - Provides on-going support and feedback about participant development plan and execution of the plan • Executive Sponsor – Vice Presidents Council
Identifying Cohort • Open to Directors, Department Chairs, Program leaders • Size of cohort – 10 • Selection based on creating a diverse cohort - position, departments, gender • Nominated by Dean or Supervisor • Created in consultation with VPs
Thank you for your interest in The Achieving Success through Leadership Program!