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.
- 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..."