Volume IV: What works, what matters, what lasts, 2004- present » Postings in 2004 » Leadership in creating a quality educational product »
Volume IV: What works, what matters, what lasts
Reflections on the responsibilities of leaders in dealing with the politics of change
October 1, 2004
- Comment on the essay, Faculty and the politics of change
- Anne Houtman adds to UWF's essay, Faculty and the politics of change, by reminding faculty not to forget the often overlooked steps necessary for implementing change.
- Effective Meeting Facilitation: The Sine Qua Non of Planning
- The National Endowment for the Arts has developed an on-line resource for organizational planning for the nation's not-for-profit arts organizations. It is a rich resource for leaders in all settings and circumstances. Miranda Duncan's essay is a twenty-page bible, with sample forms, tools and checklists for meeting facilitators, an invaluable guide for each step of the process of building effective meetings.
- Guidelines for Collaboration : The Dean's Perspective
Jeanne L. Narum
- This essay from PKAL Volume III outlines five specific "guidelines" for the work of committees with a leadership role in shaping new spaces for science. These guidelines- about finding consensus, respecting disagreement and diversity, etc.- are instructive for all committees working through the minefields of institutional change.
- Indiana University Faculty Leadership Model
- A description of the formal program involving all eight campuses of the Indiana University system focused on developing- within the ranks of faculty- leaders as teachers, scholars and campus citizens. The premises of the program are that:
- faculty leadership is non-positional
- faculty leaders generate and direct energy
- faculty leaders are accountable for outcomes
- faculty leaders base action on information
- faculty leaders create networking
- faculty leaders build toward agreement
- faculty leaders are emergent and flexible
- faculty leaders shape discourse
- faculty leaders are willing to take risks.
- Faculty and the Politics of Change
- A team from the University of West Florida describes some of its strategies designed to accomplish serious curricular changes. These changes would strengthen STEM learning on UWF's campus, which facilitates the collaborative "top-down" and "bottom-up" action that is the most effective means to realize meaningful change. The insights of Jane S. Halonen, Leonard W. ter Haar, and George Ellenberg suggest lessons learned in trying to promote an alliance for the sciences that shed some light on the politics of change.
- Key characteristics of good departmental leadership
- By creating a coalition around issues relating to intellectual life and intellectual curiosity, an academic leader can help develop a broad commitment to a vision that links to greater institutional goals.
- The Characteristics of the Ideal Leader
A PKAL Tool
- The Characteristics of the Ideal Leader Inventory, designed by PKAL, will provide insight about your strengths and your potential as a leader. This inventory reflects ideas and from a wide range of reflective leadership theorists and practitioners. After completing the Inventory, you should identify a handful of key leaderships traits that are both critical and lacking at this time. With these growth areas identified, we suggest keeping a journal of efforts to incorporate the targeted traits into your professional life.
- A conversation on a "willingness to trust"
- Two members of the PKAL National Steering Committee reflect on the Characteristics of the Ideal Leader inventory. President Daniel Sullivan and Vice President and Dean of Academic Affairs Grant Cornwell have a conversation about the willingness to trust and to admit mistakes (two characteristics listed in the inventory).
- The "real" definition of the ideal leader
- Gary Reiness argues with some of the implications about leadership suggested by the Characteristics of the Ideal Leader in his reflective essay.