Carson-Newman, Jefferson City, TN

companyscourgeΤεχνίτη Νοημοσύνη και Ρομποτική

19 Οκτ 2013 (πριν από 4 χρόνια και 2 μήνες)

73 εμφανίσεις

Kina Mallard, Provost

Carson
-
Newman, Jefferson City, TN

Good teaching cannot be reduced to
technique, good teaching comes from the
identity and integrity of the teacher.


Good
leadership

cannot be reduced to
tricks and tips, good leadership comes
from the identity and integrity of the
leader.

1993

TRAITS OF ADMIRED
LEADERS

HONEST

FORWARD
-
THINKING

INSPRING

COMPETENT

FAIR
-
MINDED

SUPPORTIVE

BROAD
-
MINDED

Koozes
, Posner, The Leadership Challenge (1993) Meister,
Willyerd
, 2020 Workplace (2010)

1993

TRAITS OF ADMIRED
LEADERS

2020 LEADERSHIP

COMPETENCIES

HONEST

JUST

PLAIN SMART

FORWARD
-
THINKING

RESULTS
-
ORIENTED

INSPRING

UNWAVERING ETHICS

COMPETENT

FINANCIAL ACUMEN

FAIR
-
MINDED

QUICK STUDY

SUPPORTIVE

VALUES DIVERSITY

BROAD
-
MINDED

PASSIONATE

Koozes
, Posner, The Leadership Challenge (1993) Meister,
Willyerd
, 2020 Workplace (2010)

21
ST

CENTURY
LEADERS

SELF
-
AWARE

SELF
-
EFFICACY

FLEXIBLE

MOTIVATIONAL

RELATIONAL

RESILIENT

Avolio

and
Luthans
, The High Impact Leader







(2008)


Reivich

&
Shatte
, The Resilience Factor (2002)



21
st

Century Academic Leader

Your List

Resilient

Authentic

Relational

Emotionally

Intelligent

Joyful


Staunch acceptance of reality


Deep belief, often buttressed by
strongly held values, that life is
valuable


An uncanny ability to improvise
in the face of challenge


Leadership that catalyzes a
group toward deep change and
moves its members in positive,
energizing directions.




-

Morse, Making Room for Leadership

Share your life as a role model for
others.


Share your struggles, not just your
successes, but take care to share
more successes than struggles.

Leadership is subtle. It is always
about your verbal and nonverbal
behavior toward others.


Others are always watching and
absorbing, even when you are
unaware of it.







-

Avolio

&
Luthrans
,
High Impact Leader

EI is the
ability to identify, assess, and
control the emotions of oneself, of others,
and of
groups.



Self
-
Awareness


Self
-
Regulation


Self
-
Motivation


Empathy


Effective Relationships





Breathe excellence into their faculty and
programs


Approach their jobs with a sense of
purpose


Respect faculty and appreciate their
uniqueness


Match faculty strengths with unit needs


Do you love your faculty?


Do you delight in their quirkiness?


Can you find their strengths among their
weaknesses?


Do you find ways to acknowledge and
celebrate those strengths?


Do you know what motivates each faculty
member?


Complete the brief assessment in
preparation for tomorrow’s session



Write a one paragraph Administrative
Profile using what you have been
exposed to today. What are your
strengths as a leader?

21
st

Century Academic Leader

Your List

Resilient

Authentic

Relational

Emotionally

Intelligent

Joyful


Structural


Human Resource


Political


Symbolic



-

Bolman

and Deal (2008)



The Structural Frame

PRIMARY


METAPHOR

CENTRAL


CONCEPTS

LEADERSHIP

IMAGE

FUNDAMENTAL

CHALLENGE

Factory

Machine

Rules

Roles

Goals

Policies

Technology

Environment

Social

architect

CEO

President

Attune

structure to
task,
technology,
environment

Align people,
processes,
technology

The
Human Resource
Frame

PRIMARY


METAPHOR

CENTRAL


CONCEPTS

LEADERSHIP

IMAGE

FUNDAMENTAL

CHALLENGE

Family

Tribe

Clan

Relationships

Self
-
Interest

Needs

Feelings

Empowerment

Liberation

Fulfillment

Self
-
Actualization

Attune

Organizational
and Human
Needs

The Political Frame

PRIMARY


METAPHOR

CENTRAL


CONCEPTS

LEADERSHIP

IMAGE

FUNDAMENTAL

CHALLENGE

Jungle

Arenas

Contests

Self
-
Interest

Power

Conflicts

Competition

Politics

Intrigue

Advocate

Referee

Mediator

Develop

agenda

Form coalitions

Aquire

good
intelligence

Dispense
information
wisely

The Symbolic Frame

PRIMARY


METAPHOR

CENTRAL


CONCEPTS

LEADERSHIP

IMAGE

FUNDAMENTAL

CHALLENGE

Carnival

Cathedral

or
Temple

Opera or
Theatre

Culture

Meaning

Ritual

Ceremony

Stories

Heroes

Common

Good

High

Priests/

Priestesses

Tribal
Chieftans

Clan
Chieftans


Inspire

Create

Faith

Define Beauty

Identify
Meaning





Overview of the Four
-
Frame Model

Structural

Human
Resource

Political

Symbolic

Metaphor
for
Organization

Factory or
Machine

Family

Jungle

Carnival, temple,
theater

Central
Concepts

Rules, roles,
goals, policies,
technology,
environment

Needs, skills,
relationships

Power, conflict,
competition,
organizational
politics

Culture, meaning,
metaphor, ritual,
ceremony, stories,
heroes

Image of
Leadership

Social
architecture

Empowerment

Advocacy

Inspiration

Basic
Leadership
Challenge

Attune structure
to task,
technology,
environment

Align
organizational
and human
needs

Develop agenda
and power base

Create faith, beauty,
meaning

Organization
al Ethic

Excellence

Caring

Justice

Faith

Leadership
Contribution

Authorship

Love

Power

Significance

Choosing a Frame

Question

Frame if answer is
Yes

Frame if answer is
No

Are individual
commitment and
motivation essential
to success?

Human Resource,
Symbolic

Structural, Political

Is the technical
quality of the
decision important?

Structural

Human Resource,
Political, Symbolic

Are there high levels
of ambiguity and
uncertainty?

Political, Symbolic

Structural, Human
Resource

Are conflict and
scarce resources
significant?

Political, Symbolic

Structural, Human
Resource

Are you working
from the bottom up?

Political

Structural, Human
Resource, Symbolic

Source: Bolman & Deal (1997), p. 271

Reframing Leadership




Frame

Structural

Human
Resources

Political

Symbolic

Effective
Leader

Analyst,
architect

Catalyst,
servant

Advocate,
negotiator

Prophet, poet

Effective
Leadership
Process

Analysis,
design

Support,
empowerment

Advocacy,
coalition
building

Inspiration,
framing
experience

Ineffective
Leader

Petty tyrant

Weakling,
pushover

Con artist,
thug

Fanatic, fool

Ineffective
Leadership
Process

Management
by detail
and fiat

Abdication

Manipulation,
fraud

Mirage, smoke &
mirrors

Source:
Bolman

& Deal (1997), p. 303

Reframing Change




Frame

Structural

Human
Resources

Political

Symbolic

Barriers to
Change

Loss of clarity
and stability,
confusion,
chaos

Anxiety,
uncertainty,
feelings of
incompetence,
neediness

Disempowerment,
conflict between
winners and
losers

Loss of meaning
and purpose,
clinging to the
past

Essential
Strategies

Communicating,
realigning and
renegotiating
formal patterns
and policies

Training to
develop new
skills,
participation
and
involvement,
psychological
support

Creating arenas
where issues can
be renegotiated
and new
coalitions formed

Creating
transition rituals:
mourning the
past, celebrating
the future

Source: Bolman & Deal (1997), p. 321



Using your reflections of the last two days,
write an Administrative Profile for yourself
as a 21
st

Century Academic Leader