Volume IV: What works, what matters, what lasts

Three approaches to considering leadership development

July 16, 2004

A willingness to trust
If you, as the leader, show a willingness to trust others with information (both personal and professional), constituents will be more inclined to overcome any doubts they might have about sharing information.
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.
Trust
An exploration of several questions in considering the role of trust in shaping the relationship between leader and follower: Why should trust matter? What generates trust? Is trust a normative concept based on values and principles of duty, obligation, and responsibility, or is it a construct based on rational and self-interested calculations?
Insight Inventory... understanding yourself and others
This is a worksheet by Patrick Handley, Founder of the Insight Institute through which people can develop insights into their manner of working and relating as a step toward understanding "how you react to certain situations or pressures..."