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Educational Leadership 9 8 06

  1. 1. Developing Educational Leadership Capacity Paula N. O’Neill, MEd, EdD September 8, 2005 ESFP Workshop [email_address]
  2. 2. Discussion focus <ul><li>Objectives: At the conclusion of this workshop, participants should be able to: </li></ul><ul><li>Discuss considerations in making educational leadership a component of personal academic career plans </li></ul><ul><li>Discuss skills, knowledge and attitudes needed for leadership </li></ul><ul><li>Discuss issues of ethics, credibility, communication, and cultural competency needed for educational leaders </li></ul><ul><li>Become familiar with leadership opportunities within their respective institutions </li></ul><ul><li>Begin a personal development plan to enhance academic leadership capacity </li></ul>
  3. 3. Educational leadership? <ul><li>Personal objectives regarding leadership? </li></ul><ul><ul><li>Do you WANT to be a leader? </li></ul></ul><ul><ul><li>If yes, why, if no, why not? </li></ul></ul><ul><li>Experience with educational leadership? </li></ul><ul><li>Part of your career plan? </li></ul>
  4. 4. Concept of Educational Leadership? <ul><li>Small group work — 10 minutes </li></ul><ul><ul><li>How do you describe educational leadership? </li></ul></ul><ul><ul><li>What types of positions are available to those who aspire to leadership positions? </li></ul></ul><ul><ul><li>What training or experience might be necessary for such positions? </li></ul></ul><ul><ul><li>When should you aspire to such positions? </li></ul></ul>
  5. 5. Leaders do you admire <ul><li>Who are the leaders you admire? </li></ul><ul><ul><li>Why </li></ul></ul>
  6. 6. Knowledge, skills and attitudes necessary <ul><li>List knowledge, skills and attitudes necessary for leaders in academic dentistry or medicine. </li></ul>
  7. 7. Core Competencies for New Leaders (Gilkey) <ul><li>Redistribution of power </li></ul><ul><li>New rules for playing the game </li></ul><ul><li>What was certain </li></ul><ul><ul><li>now is not </li></ul></ul><ul><li>Essential leadership demands ability to </li></ul><ul><ul><li>bring coherence and structure </li></ul></ul>
  8. 8. What’s needed Gilkey <ul><li>Vision </li></ul><ul><li>Alignment of practice </li></ul><ul><li>Partnering with others </li></ul><ul><li>Managing change </li></ul>
  9. 9. What’s needed Gilkey, O’Neill <ul><li>Communication skills </li></ul><ul><li>Understanding of finance </li></ul><ul><li>Effectiveness in promoting public health initiatives </li></ul><ul><li>Influencing policy </li></ul>
  10. 10. What’s needed cont . <ul><li>Building public awareness of issues, trends </li></ul><ul><li>Cultural competence </li></ul><ul><li>Self-confidence </li></ul>
  11. 11. Building capacity and credibility as a leader Maxwell & Bogue <ul><li>Influence </li></ul><ul><ul><li>Princess Diana and Mother Teresa </li></ul></ul><ul><ul><li>Earned </li></ul></ul><ul><ul><li>Difference between leadership and management is?? </li></ul></ul><ul><li>Knowledge </li></ul><ul><ul><li>Does it equate to leadership? </li></ul></ul><ul><li>Process </li></ul><ul><ul><li>Leadership develops daily , Not in a Day </li></ul></ul><ul><ul><li>Learners </li></ul></ul>
  12. 12. Four Phases of Leadership Growth Maxwell I grow and know — It starts to show I know what I don’t know AWARE I simply go because of what I know I don’t know what I don’t know UNAWARE EFFECTIVE INEFFECTIVE
  13. 13. Building cont . <ul><li>Navigation </li></ul><ul><ul><li>Steer or chart course </li></ul></ul><ul><li>E. F. Hutton </li></ul><ul><ul><li>real leaders/listen </li></ul></ul><ul><li>“ Being in power is like being a lady. </li></ul><ul><li>If you have to tell people you are, </li></ul><ul><ul><li>“ YOU AREN’T . </li></ul></ul><ul><ul><li>Margaret Thatcher </li></ul></ul>
  14. 14. Building cont . <ul><li>Solid ground </li></ul><ul><ul><li>Foundation & trust </li></ul></ul><ul><li>Respect </li></ul><ul><ul><li>Follow those stronger </li></ul></ul><ul><li>Intuition </li></ul><ul><ul><li>Evaluate everything </li></ul></ul><ul><li>Magnetism </li></ul><ul><ul><li>Who you are </li></ul></ul><ul><ul><li>Is who you attract </li></ul></ul><ul><li>Individual activity </li></ul><ul><ul><li>List qualities of those whom you think would help you become an academic leader </li></ul></ul>
  15. 15. Building cont . <ul><li>Connection </li></ul><ul><ul><li>Heart before hand </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><li>You cannot move people to action unless you first move them with emotion. </li></ul><ul><li>Potential determined by </li></ul><ul><ul><li>Those closet to you! </li></ul></ul><ul><li>There are no “ Lone Ranger Leaders .” </li></ul><ul><ul><li>If you are alone , you are NOT leading anybody. </li></ul></ul>
  16. 16. Building cont . <ul><li>Empowerment </li></ul><ul><ul><li>Secure leaders give power to others </li></ul></ul><ul><li>Reproduction </li></ul><ul><ul><li>It takes a leader to raise up a leader </li></ul></ul><ul><li>Maxwell’s study on “How people became leaders” </li></ul><ul><ul><li>Natural gifting 10 % </li></ul></ul><ul><ul><li>Result of crisis 5 % </li></ul></ul><ul><ul><li>Influence of 85 % </li></ul></ul><ul><ul><ul><li>Another leader </li></ul></ul></ul>
  17. 17. Building cont. <ul><li>Buy-in </li></ul><ul><ul><li>Then vision </li></ul></ul><ul><li>Victory </li></ul><ul><ul><li>Team-win </li></ul></ul><ul><li>Momentum </li></ul><ul><ul><li>Create forward progress </li></ul></ul><ul><li>Priorities </li></ul><ul><ul><li>Activity is not accomplishment </li></ul></ul><ul><li>Maxwell’s Priorities </li></ul><ul><ul><li>Leadership 19 % </li></ul></ul><ul><ul><li>Communicating 38 % </li></ul></ul><ul><ul><li>Creating 31 % </li></ul></ul><ul><ul><li>Networking 12 % </li></ul></ul>
  18. 18. Building cont . <ul><li>Sacrifice </li></ul><ul><ul><li>Give up to go up </li></ul></ul><ul><ul><li>Cost of leadership </li></ul></ul><ul><ul><li>Responsibilities </li></ul></ul><ul><ul><li>Rights </li></ul></ul><ul><li>Timing important </li></ul><ul><ul><li>When, what and where </li></ul></ul><ul><li>Value measured by legacy of succession </li></ul>
  19. 19. Break
  20. 20. SWOT Analysis <ul><li>Conduct prior to developing Leadership Plan </li></ul><ul><ul><li>(Individual work for 5-7 minutes) </li></ul></ul><ul><ul><li>S trengths </li></ul></ul><ul><ul><li>W eaknesses </li></ul></ul><ul><ul><li>O pportunities </li></ul></ul><ul><ul><li>T hreats </li></ul></ul><ul><ul><ul><li>RESOURCE </li></ul></ul></ul><ul><ul><ul><ul><li> </li></ul></ul></ul></ul>
  21. 21. Acquiring competence Kouzes and Posner <ul><li>Learned </li></ul><ul><li>Genuine </li></ul><ul><li>Authentic </li></ul><ul><li>Desire </li></ul><ul><li>Self-confidence </li></ul><ul><li>Value </li></ul>
  22. 22. Leadership Programs <ul><li>American Dental Education Association </li></ul><ul><ul><li>Leadership Institute </li></ul></ul><ul><ul><li> </li></ul></ul><ul><li>Association of American Medical Colleges </li></ul><ul><ul><li>National Leadership Development Programs </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li>Mid-Career Women Faculty Professional Development Seminar </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li>Minority Faculty Career Development </li></ul></ul><ul><ul><li> </li></ul></ul>
  23. 23. Leadership Programs <ul><li>Hedwig van Ameringen Executive Leadership in Academic Medicine (ELAM) Program for Women. MCP Hahnemann Drexel University College of Medicine </li></ul><ul><ul><li> </li></ul></ul><ul><li>The University of Texas Health Science Center Academic and Administrative Leadership Development Program </li></ul><ul><ul><li> </li></ul></ul>
  24. 24. Leadership opportunities within your institutions <ul><li>How do you learn about leadership opportunities? </li></ul><ul><li>If you don’t have a channel, how can you find one? </li></ul>
  25. 25. Levels of Academic Leadership <ul><li>Course Director </li></ul><ul><li>Section Chief </li></ul><ul><li>Department Vice Chair </li></ul><ul><li>Department Chair </li></ul><ul><li>Assistant/Associate Dean </li></ul><ul><li>Dean </li></ul><ul><li>Assistant/Associate/Vice President </li></ul><ul><li>President </li></ul><ul><li>Chancellor </li></ul><ul><li>Provost </li></ul>
  26. 26. Incorporating leadership in your Career Development Plan <ul><li>Write down responses to the four questions. </li></ul><ul><ul><ul><li>Level of leadership to which you aspire? </li></ul></ul></ul><ul><ul><ul><li>What development steps would be necessary to achieve that level of leadership? </li></ul></ul></ul><ul><ul><ul><li>Who needs to support your plan? </li></ul></ul></ul><ul><ul><ul><li>What resources are necessary for your plan to succeed? </li></ul></ul></ul>
  27. 27. Planning and Visioning (Gilkey) <ul><li>Focus on the future </li></ul><ul><ul><li>True visionaries let go of the past </li></ul></ul><ul><ul><li>Embraces the reality of change </li></ul></ul><ul><ul><li>Pushes to create a different world </li></ul></ul><ul><li>Lay your Plan’s foundation on Core Values </li></ul><ul><ul><li>Of the institution </li></ul></ul><ul><ul><li>Of professional values </li></ul></ul><ul><ul><li>Of personal values </li></ul></ul>
  28. 28. Developing a realistic Leadership Development Plan <ul><li>Develop a picture of the future that you want to create. </li></ul><ul><li>What would your Plan be </li></ul><ul><ul><li>if you had to describe it to someone without any knowledge? </li></ul></ul><ul><li>Consider your future opportunities realistically. </li></ul><ul><li>Determine resources needed. </li></ul><ul><li>Who will be involved? </li></ul><ul><li>Prioritize aspects of Plan. </li></ul>
  29. 29. Don’t keep it a secret <ul><li>Remember </li></ul><ul><ul><li>Your Plan must be: </li></ul></ul><ul><ul><ul><li>Implemented and aligned with the organization </li></ul></ul></ul><ul><ul><ul><li>Communicated </li></ul></ul></ul>
  30. 30. Summary and Questions <ul><li>Developing leadership potential requires PLANNING </li></ul><ul><li>Requires the assistance of others </li></ul><ul><li>Demands motivation </li></ul><ul><li>Must be principled </li></ul><ul><li>Solid foundation </li></ul><ul><li>May need to develop additional knowledge, skills and attitudes </li></ul><ul><li>Expectations managed and evaluated </li></ul><ul><li>Can’t be a secret </li></ul>
  31. 31. Resources <ul><li>Bogue EG. Leadership by Design: Strengthening integrity in higher education. 1994. San Francisco: Jossey-Bass, Inc. </li></ul><ul><li>Giber D, Carter L, Goldsmith M. 2001. Best Practices in Leadership Development Handbook. San Francisco: Jossey-Bass, Inc. </li></ul><ul><li>Kouzes JM, Posner BZ. Credibility: How leaders gain and lost it, why people demand it. 1993. San Francisco: Jossey-Bass, Inc. </li></ul><ul><li>Lobas JG. Leadership in academic medicine: capabilities and conditions for organizational success. Am J Med . 2006 Jul;119(7):617-21. </li></ul><ul><li>Maxwell JC. The 21 Irrefutable Laws of Leadership . 1998. San Francisco: Jossey Bass., Inc. </li></ul>
  32. 32. Resources <ul><li>McCauley CD. Moxley RS, Van Velsor E. Handbook of Leadership Development . 1998. San Francisco: Jossey-Bass, Inc. </li></ul><ul><li>Soder R. The Language of Leadership . 2001. San Francisco: Jossey Bass, Inc. </li></ul><ul><li>Souba WW., Day DV. Leadership values in academic medicine. Acad Med. 2006 Jan;81(1):20-6. </li></ul><ul><li>The 21 st Century Health Care Leader . 1999. Gilkey RW. (ed). Jossey-Bass. Inc. </li></ul><ul><li>The Successful Medical School Department Chair, Vols. I, II, III . 2002. Washington, DC, The Association of American Medical Colleges. </li></ul>

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