Volume IV: What works, what matters, what lasts

July 16: Three approaches to considering leadership development

Essays, Stories & Reports:

  • A willingness to trust
    - James M. Kouzes, Executive Fellow, Center for Innovation and Entrepreneurship at the Leavey School of Business- Santa Clara University
    - Barry Z. Posner, Dean, Leavey School of Business & Professor of Leadership- Santa Clara University

Resources from other sources:

  • Indiana University Faculty Leadership Model
    - Susan Sciame-Giesecke, Dean of the School of Arts and Sciences, Indiana University, Kokomo
    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
    - Kenneth P. Ruscio, Dean, Jepson School of Leadership Studies- University of Richmond
    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
    - Patrick Handley, Founder- Insight Institute
    This is a worksheet 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..."