Only one out of three airmen survived the air battle over Europe during World War II and the film, Twelve O’Clock High, is a study of leadership under such extremely difficult circumstances. Major General Frank Savage (Gregory Peck) is the new commander of the 918th U.S. Bomber Group stationed in England during World War II. His personal mission is to impose his will on the unit in order to build morale and confidence by committing themselves to a "maximum effort.” The general never defines “maximum effort” as a goal and its elusive meaning haunted me. How can you achieve something unless you know how It is defined (Communication)? He does brand, however, the members of his new unit as “washouts” and goes so far as to have one of the bomber crews paint The Leper Colony as the name on their aircraft.
The movie contrasts the leadership styles of two very different leaders and presents the case of why the first leader does not succeed and why his successor does (Situational Leadership). Gregory Peck, prior to assuming command, confronts the outgoing commander to learn more about the situation and the environment. Frank Savage (note the name) perceives Colonel Davenport as too attached to his men. This perception provides an obstacle (Path-Goal Theory) that Gregory Peck must overcome in his new leadership position.
Peck as Frank Savage believes “A man makes his own luck” and he, therefore, wants to achieve a clean break from the former commanders’ history of poor unit efficiency and performance (Transformational Leadership). The character is often an unconventional, radical and assertive as an agent of change like Robin Williams’ character in The Dead Poets Society. Gregory Peck, however, channels tough love into his approach to change. When the general first arrives at the new command, for example, he reprimands the gate guard for not checking his credentials. This is because the new commander views a lack of discipline in the bomber group as a focal point, and even amends his own personality enough to result in the disciplinarian behaviors required by his new position. General Savage later in the film tailors his leadership style for each situation. To encourage group cohesion, he uses words like we and us in their personal conversation to convert Bishop, a young pilot, to withdraw his application for transfer to another unit.
Savage uses equality and fairness in treating another pilot who is the son and nephew of decorated high-ranking officers to dare to rise above his record of underperformance and underachievement. This dare of a challenge to the young legacy pilot turns him around. The honest assessment Savage gives him in their first meeting coupled with the commitment he makes to the pilot to stick it out and thus discover his own strengths serves to create a foundation of trust (Transactional Leadership). The general’s inner principles emanate from his belief that he can resurrect the 918th Bomber Group through developing esprit de corps. He instinctively knows that when the unit begins destroying enemy targets while reducing its own losses, a sense of pride will permeate the changed high-performance unit (Vision).
The general is successful in effecting change but it extracts its toll on him. He breaks-down before leaving on a mission. The detachment resulting from the more human approach of his predecessor has a trade-off. The bomber crews remember his training and perform their mission almost flawlessly as a testimony to his leadership (Empowerment). I would recommend you consider viewing this film to appreciate how lonely a charismatic leadership can be in wartime.
Saturday, February 28, 2009
"My Lords, do whatever you wish. As for me, I shall do no otherwise than pleases me." (Elizabeth I to Parliament)
Elizabeth I is my absolute favorite historical figure which is why I chose to write about the 1998 film Elizabeth, directed by Shekhar Kapur. “Artistic license” is taken to make the story more, well…more “Hollywood;” nonetheless, the film does a nice job of chronicling Elizabeth’s transformation into one of England’s greatest rulers. Elizabeth I ruled England and Ireland from 1553-1603; her period of reign is referred to as the Elizabethan Era or the Golden Age. She was the daughter of Henry VIII and his second wife, Anne Boleyn. At the age of 3, Elizabeth I was declared illegitimate (upon the execution of her mother) and sent away from London. Elizabeth’s half sister Mary (daughter from Henry VIII’s first wife) ascended the throne while Elizabeth I remained in exile. At age 23, Elizabeth I became Queen of England.
The 1500’s was a terrible time to be a woman and a challenging time to be a female leader. The time period, religious, social and political values, and the obstacles Elizabeth overcame, are important to understanding and appreciating her leadership. Religious upheaval, political loyalty (or disloyalty), and relationships (love, friendship) are the film’s themes and are factors that push Elizabeth to transform from an inexperienced girl to a powerful leader. The movie also hypothesizes that Sir Walsingham was instrumental to the Queen’s education in strategy, politics and “cult of personality” that she develops to gain unwavering loyalty. In essence, there are two leaders portrayed in the film, Sir Walsingham and Queen Elizabeth.
Kouzes and Posners’ five fundamental practices (of transformational) leadership are: model the way, inspire a shared vision, challenge the process, enable others to act and encourage the heart. (Northouse, p. 188-189) The film effectively portrays the five fundamental practices. Historically, the queen had a small privy counsel – or group of advisors. The film portrays Elizabeth initially listening and following the majority of her counsel. After some failures, she decides to trust her conscious and declares that she will lead with her conscious (model the way). Elizabeth’s vision was to have a strong and powerful England that was subordinate to no one or to an entity (the powerful Roman Catholic Church). Her first political move was to separate the Protestant Church and to demand allegiance to England - the crown - versus the Vatican. Her vision was to be independent of the Church and the political allegiances demanded of her. The expectation of the time was for the Queen to find a husband from either Spain or France and to produce a male heir. She refused to marry through her entire reign. She refused to be subject to any man (ergo country), thereby emphasizing her vision and living her belief. Refusing to marry and to produce an heir also illustrates how she challenged the process or values of the day. The film portrayed Elizabeth enabling others to do as they see fit (provided they were in line with her vision); ergo, Sir Walsingham, managed many political scenarios on his own that supported Elizabeth I. Her reign encouraged the heart of her subjects and staff - she granted favor with individual and private audiences, gifts of land and title, and frankly, by sparing lives or remanding prison sentences. Elizabeth’s reign was effective because of her charisma, the time period during which she reigned was ripe for change, and her successful transformation during financially, politically religiously difficult times, inspired her subjects.
Certainly, another interesting essay would be about the leader-member exchange theory (LMX Theory) that existed between Walsingham and Elizabeth – but that will take up too much blog space!!!
The 1500’s was a terrible time to be a woman and a challenging time to be a female leader. The time period, religious, social and political values, and the obstacles Elizabeth overcame, are important to understanding and appreciating her leadership. Religious upheaval, political loyalty (or disloyalty), and relationships (love, friendship) are the film’s themes and are factors that push Elizabeth to transform from an inexperienced girl to a powerful leader. The movie also hypothesizes that Sir Walsingham was instrumental to the Queen’s education in strategy, politics and “cult of personality” that she develops to gain unwavering loyalty. In essence, there are two leaders portrayed in the film, Sir Walsingham and Queen Elizabeth.
Kouzes and Posners’ five fundamental practices (of transformational) leadership are: model the way, inspire a shared vision, challenge the process, enable others to act and encourage the heart. (Northouse, p. 188-189) The film effectively portrays the five fundamental practices. Historically, the queen had a small privy counsel – or group of advisors. The film portrays Elizabeth initially listening and following the majority of her counsel. After some failures, she decides to trust her conscious and declares that she will lead with her conscious (model the way). Elizabeth’s vision was to have a strong and powerful England that was subordinate to no one or to an entity (the powerful Roman Catholic Church). Her first political move was to separate the Protestant Church and to demand allegiance to England - the crown - versus the Vatican. Her vision was to be independent of the Church and the political allegiances demanded of her. The expectation of the time was for the Queen to find a husband from either Spain or France and to produce a male heir. She refused to marry through her entire reign. She refused to be subject to any man (ergo country), thereby emphasizing her vision and living her belief. Refusing to marry and to produce an heir also illustrates how she challenged the process or values of the day. The film portrayed Elizabeth enabling others to do as they see fit (provided they were in line with her vision); ergo, Sir Walsingham, managed many political scenarios on his own that supported Elizabeth I. Her reign encouraged the heart of her subjects and staff - she granted favor with individual and private audiences, gifts of land and title, and frankly, by sparing lives or remanding prison sentences. Elizabeth’s reign was effective because of her charisma, the time period during which she reigned was ripe for change, and her successful transformation during financially, politically religiously difficult times, inspired her subjects.
Certainly, another interesting essay would be about the leader-member exchange theory (LMX Theory) that existed between Walsingham and Elizabeth – but that will take up too much blog space!!!
Thursday, February 26, 2009
Week 5: Issue impacting HE
Trying to think of an issue, I thought of the major ones like budget cuts, going green, but I knew that others would talk about them and didn't want to repeat others thoughts. A major issue I feel is impacting Higher Education on many levels is the preparation of students entering higher education institutions. We are finding that more and more high school students are not prepared both academically, socially, and have realistic expectations of college when they enter their first year. Along with preparations for high school graduates entering directly into college, there is little preparations for students entering higher education institutions from the work force and have not been in an educational setting for many years.
I ask myself what needs to be done to help prepare these students and what leadership styles need to be used in order to make this initiative successful? Some suggestions that I feel would be helpful for students entering directly after high school are working in the high school; teaching students about realistic expectations of college, what to expect, teaching them studying and time management, and offering college prep. classes for high school credit. If higher education institutions offered night college prep. classes or worked with communities to offer these classes as well. These classes could focus on the same areas as the high school classes but presented in a more suitable way to the clientele.
The leaders for this initiative need to have both a style approach and path-goal theory. Style approach focuses on both task behaviors and relationship behaviors. The task behavior helps the student achieve their goals and the relationship behavior helps the student feel comfortable with themselves, others, and with their situation they are in. It is important for a leader to make the student to feel comfortable and not ashamed of needing to go to college prep. class, which could be a stigma that they face. When the student feels comfortable they will then be able to work with the leader to achieve the goals that they have established for themselves. Northouse states that Path-Goal Theory suggests that subordinates will be motivated if they think they are capable of doing the work, believe their efforts will bring them a certain outcome,and that they payoff from their work will be worthwhile. The challenge for the leader is to determine what leadership style to us, and that will depend on the students in the college prep. class. The leader does need to support students, let students help make decisions, and to guide them to their goals. Leaders should support and inspire the students so they believe in themselves that they can do the work. The leader also needs to show that the work they are doing will help lead to the goals and outcomes the students want. I do not think that there is only one leadership style that could be used; leaders will always have to adapt to subordinates/students to be able to better serve their subordinates.
I ask myself what needs to be done to help prepare these students and what leadership styles need to be used in order to make this initiative successful? Some suggestions that I feel would be helpful for students entering directly after high school are working in the high school; teaching students about realistic expectations of college, what to expect, teaching them studying and time management, and offering college prep. classes for high school credit. If higher education institutions offered night college prep. classes or worked with communities to offer these classes as well. These classes could focus on the same areas as the high school classes but presented in a more suitable way to the clientele.
The leaders for this initiative need to have both a style approach and path-goal theory. Style approach focuses on both task behaviors and relationship behaviors. The task behavior helps the student achieve their goals and the relationship behavior helps the student feel comfortable with themselves, others, and with their situation they are in. It is important for a leader to make the student to feel comfortable and not ashamed of needing to go to college prep. class, which could be a stigma that they face. When the student feels comfortable they will then be able to work with the leader to achieve the goals that they have established for themselves. Northouse states that Path-Goal Theory suggests that subordinates will be motivated if they think they are capable of doing the work, believe their efforts will bring them a certain outcome,and that they payoff from their work will be worthwhile. The challenge for the leader is to determine what leadership style to us, and that will depend on the students in the college prep. class. The leader does need to support students, let students help make decisions, and to guide them to their goals. Leaders should support and inspire the students so they believe in themselves that they can do the work. The leader also needs to show that the work they are doing will help lead to the goals and outcomes the students want. I do not think that there is only one leadership style that could be used; leaders will always have to adapt to subordinates/students to be able to better serve their subordinates.
Wednesday, February 25, 2009
Correction to Original Post
Initially, I was going to talk about the Spectrum Initative of the American Council on Education (ACE). As you can see, I decided to talk about leadership during this tough economic time. To learn more about the Spectrum Initiative: Advancing Diversity in the College Presidency, please visit http://www.acenet.edu/Content/NavigationMenu/ProgramsServices/CAREE/ProgramsInitiatives/Spectrum.htm.
The Spectrum Initiative: Advancing Diversity in the College Presidency
Dear Colleagues:
I am extremely sorry for the late post. I attended the Achieving the Dream Strategy Institute in San Franciso, California last week, and had very limited access to a computer or the internet. The theme of this years institute was Equity and Excellence. Achieving the Dream (or AtD as we call it) currently consists of 82 colleges, throughout 15 states with 7 funders, that looks at access, student success, and student outcomes as it affects first generation, low-income students.
One of the themes that I kept hearing at this year's institute was "Leadership during tough economic times". As Dr. Paspiller indicated in his presentation to us 2 weeks ago; how do you slash resources, especially human resources, how do you manage staff travel and personal development, and most of all when making these hard decisions and having courageous conversations about the economy, what affects will it have on the students and the community in which you serve.
As I read chapter 7 on the Path-Goal Theory and its application, I took a hard look at page 137 in which the authors state "The principles of the path-goal theory can be used by leaders at all levels in the organization and for al types of tasks. To apply path-goal theory, a leader must carefully assess his or her subordinates and their tasks and then choose an appropriate leadership style to match those characterists". I then thought, wow, as a leader of a college, as a president, managing during tough economic times, how would this be implemented from the top down?
Well, I in the presence of some outstanding community college leaders and I asked them what leadership traits are they using to manage a college during tough economic times and here is what a few had to say:
I am extremely sorry for the late post. I attended the Achieving the Dream Strategy Institute in San Franciso, California last week, and had very limited access to a computer or the internet. The theme of this years institute was Equity and Excellence. Achieving the Dream (or AtD as we call it) currently consists of 82 colleges, throughout 15 states with 7 funders, that looks at access, student success, and student outcomes as it affects first generation, low-income students.
One of the themes that I kept hearing at this year's institute was "Leadership during tough economic times". As Dr. Paspiller indicated in his presentation to us 2 weeks ago; how do you slash resources, especially human resources, how do you manage staff travel and personal development, and most of all when making these hard decisions and having courageous conversations about the economy, what affects will it have on the students and the community in which you serve.
As I read chapter 7 on the Path-Goal Theory and its application, I took a hard look at page 137 in which the authors state "The principles of the path-goal theory can be used by leaders at all levels in the organization and for al types of tasks. To apply path-goal theory, a leader must carefully assess his or her subordinates and their tasks and then choose an appropriate leadership style to match those characterists". I then thought, wow, as a leader of a college, as a president, managing during tough economic times, how would this be implemented from the top down?
Well, I in the presence of some outstanding community college leaders and I asked them what leadership traits are they using to manage a college during tough economic times and here is what a few had to say:
- Empowerment
- Brainstorming and Planning
- Honest Communications
- Reorganization of Resouces
- Collaborating and Team Building
As I reflect on the meeting, the chapter and the tough economic times, I look at the five topics that presidents shared with me and how closely the Path-Goal theory ties into motivating staff and constituents to empower them, include them, stengthen relationships and collaboration while maintaining honest communications to stay focused on the same goal.
Monday, February 23, 2009
Week 5 - Take 2
Inside Higher Ed. is now up and running again so here is the link to what I am discussing: Let Professors Choose. It seems that the buzz today is all revolving around money and the uncertainty coming from the economy and budget cuts. A good percentage of the articles online are discussing the effects of budget cuts and the effects they are having on institutions throughout the country.
Miller discusses in this article possible solutions to our growing problems. Hard times call for creative solutions. Institutions need to pool their resources to make it through. In reading Miller's article, it becomes an interesting proposal to solve some of these concerns over possible salary cuts to faculty.
Miller proposes to "Let the professors choose." He is referring to letting faculty take on more responsibilities on campus in order to alleviate the need for new hires while maintaining the same pay. Though an enticing proposal, it made me think if this theory would work, or how it would be viewed, and how to lead such a proposition.
Personally, I know that this theory would work, but the issue is with the precedents that it sets. Full-Time faculty could do more work, but they are already being asked to do more than teach to meet the "service" requirements of their position. If schools think they can keep dumping more and more responsibility on an already under-paid faculty, then where does it stop? It is a creative solution to the growing problem of money. Faculty can do more, but at what result?
For the sake of argument, how would the administration deliver and lead such a proposition? The proposal leads itself inherently to a path-goal style of leadership by the administration. There is a definite obstacle (lack of money) that is being overcome by taking a new direction. But how do you gain the support of the faculty who would most definitely be apprehensive to taking on more work, and work that might not necessarily be what they are comfortable with? I believe here that there needs to be a coaching approach to the faculty. Faculty would need to understand the dilemma and would need the nurturing and belief that they are doing the right thing and that it is a temporary fix. They would also need the technical support to effectively complete their new tasks.
I hope things don't get as bad as they are saying in all these articles. I noticed that this news is not something new as many of these schools have been cutting back for the past few years. I agree that it is time for creative solutions, but how much service are we willing to give on our already stressed schedules?
Miller discusses in this article possible solutions to our growing problems. Hard times call for creative solutions. Institutions need to pool their resources to make it through. In reading Miller's article, it becomes an interesting proposal to solve some of these concerns over possible salary cuts to faculty.
Miller proposes to "Let the professors choose." He is referring to letting faculty take on more responsibilities on campus in order to alleviate the need for new hires while maintaining the same pay. Though an enticing proposal, it made me think if this theory would work, or how it would be viewed, and how to lead such a proposition.
Personally, I know that this theory would work, but the issue is with the precedents that it sets. Full-Time faculty could do more work, but they are already being asked to do more than teach to meet the "service" requirements of their position. If schools think they can keep dumping more and more responsibility on an already under-paid faculty, then where does it stop? It is a creative solution to the growing problem of money. Faculty can do more, but at what result?
For the sake of argument, how would the administration deliver and lead such a proposition? The proposal leads itself inherently to a path-goal style of leadership by the administration. There is a definite obstacle (lack of money) that is being overcome by taking a new direction. But how do you gain the support of the faculty who would most definitely be apprehensive to taking on more work, and work that might not necessarily be what they are comfortable with? I believe here that there needs to be a coaching approach to the faculty. Faculty would need to understand the dilemma and would need the nurturing and belief that they are doing the right thing and that it is a temporary fix. They would also need the technical support to effectively complete their new tasks.
I hope things don't get as bad as they are saying in all these articles. I noticed that this news is not something new as many of these schools have been cutting back for the past few years. I agree that it is time for creative solutions, but how much service are we willing to give on our already stressed schedules?
Sunday, February 22, 2009
Week5 - Issue
I was planning on getting this done, unfortunately, Inside Higher Ed's website seems to be down and they had some real good articles that I had bookmarked to do this project. I will post tomorrow.
Week 5-Higher Education Issue
The major issue that I selected impacting higher education is the issue of budget cuts specifically in Virginia. The theory that I would like to apply to this issue is the situational approach to leadership. After our discussion in class relating to the case study about Northern University, I chose to focus my blog this week on George Mason's budget. Yes, I am an employee and a student but I would say that I am not as up-to-date on issues relating to the university as maybe I should be.
I have found that at Mason we have been hit with budget cuts for the past few years and " In the 2007-08 fiscal year, it absorbed a 5 percent general fund reduction and another 7 percent reduction in the current fiscal year. "
From the Mason Gazette, on December 19, 2009: The cuts to Mason’s budget, as announced earlier in the week by Gov. Timothy Kaine, total approximately $11 million. This is in addition to the $9.8 million in cuts imposed upon the university for the current fiscal year.
The Gazette also mentioned that there will be no cuts in student financial aid nor in safety resources for employees and students. I also read this in the blog that I chose to follow for last week's assignment. Dean Flagel mentioned that schools are agressively responding to the economy when he spoke on a panel at the Education Policy Institute. Flagel stated that some schools may cut back on enrollment while others are seeing student struggle to receive aid.
The budgets cuts will in all likelihood result in restructuring at the university.
I believe that the university is utilizing the Situational approach to leadership as senior administration is using the Supporting style. The supporting style is based on the approach of high supportive and low directive behavior. The detailed description of this style states that the leader is exclusively focused on goals but uses supportive bahavior to bring out the employees skills around the task to be accomplished. Campus wide we are experiencing budget cuts and the university has established town hall meetings and forums where senior administration address the Mason community. This to me is an example of the suppporting leadership style as the university bridging the gap between the different levels of management and supporting throught budget concerns.
In searching more information relating to higher education budgets, I came across this fable from Inside Higher Education. The article is a fable about a president struggling to access budget cuts. She evaluates consolidating departments, closing off campus programs, decreasing the athletic budget, and in all of these situations a concerns by a stakeholder group is heard. To read the story click here. Story . I can only imagine the situation that a president or provost when they must impliment budget cuts....where do you start? But if they use the supporting or coaching leadership approach information and assistance will be available to the employees and departments.
I have found that at Mason we have been hit with budget cuts for the past few years and " In the 2007-08 fiscal year, it absorbed a 5 percent general fund reduction and another 7 percent reduction in the current fiscal year. "
From the Mason Gazette, on December 19, 2009: The cuts to Mason’s budget, as announced earlier in the week by Gov. Timothy Kaine, total approximately $11 million. This is in addition to the $9.8 million in cuts imposed upon the university for the current fiscal year.
The Gazette also mentioned that there will be no cuts in student financial aid nor in safety resources for employees and students. I also read this in the blog that I chose to follow for last week's assignment. Dean Flagel mentioned that schools are agressively responding to the economy when he spoke on a panel at the Education Policy Institute. Flagel stated that some schools may cut back on enrollment while others are seeing student struggle to receive aid.
The budgets cuts will in all likelihood result in restructuring at the university.
I believe that the university is utilizing the Situational approach to leadership as senior administration is using the Supporting style. The supporting style is based on the approach of high supportive and low directive behavior. The detailed description of this style states that the leader is exclusively focused on goals but uses supportive bahavior to bring out the employees skills around the task to be accomplished. Campus wide we are experiencing budget cuts and the university has established town hall meetings and forums where senior administration address the Mason community. This to me is an example of the suppporting leadership style as the university bridging the gap between the different levels of management and supporting throught budget concerns.
In searching more information relating to higher education budgets, I came across this fable from Inside Higher Education. The article is a fable about a president struggling to access budget cuts. She evaluates consolidating departments, closing off campus programs, decreasing the athletic budget, and in all of these situations a concerns by a stakeholder group is heard. To read the story click here. Story . I can only imagine the situation that a president or provost when they must impliment budget cuts....where do you start? But if they use the supporting or coaching leadership approach information and assistance will be available to the employees and departments.
Week 5: The Community College President Path
This article, Tips on Getting a Community College Presidency, http://www.wihe.com/viewBlog.jsp?set=Blog&id=19622 comes from the Women in Higher Education website. It connected with me because of ‘Master’ Raspiller’s trinity of reflection, diversity, and ethics. Dr. Yvette Galloway who facilitated the article is Director of the National Association of Student Personnel Administrators (NASPA) Community College Education Programs and Services. I think all of you will like it and hopefully share it with others outside of the class.
The reason: it provides insight into how anyone can set a goal for the office of the Presidency. As a graduate student on the periphery of higher education issues focusing on community colleges I especially thought it was appropriate for our Blog.
Although the article addresses overcoming obstacles as in the Path-Goal Theory -- Leaders can help subordinates along the path to their goals by selecting specific behaviors that are best suited to subordinate’s need and to the situation in which subordinates are working. Northouse, there is further connection to our readings.
I thought of the Three-Skill Approach and Transformational Leadership addressed in Kezar, Carducci, and Contreras-McGavin.
Again, this is a keeper.
The reason: it provides insight into how anyone can set a goal for the office of the Presidency. As a graduate student on the periphery of higher education issues focusing on community colleges I especially thought it was appropriate for our Blog.
Although the article addresses overcoming obstacles as in the Path-Goal Theory -- Leaders can help subordinates along the path to their goals by selecting specific behaviors that are best suited to subordinate’s need and to the situation in which subordinates are working. Northouse, there is further connection to our readings.
I thought of the Three-Skill Approach and Transformational Leadership addressed in Kezar, Carducci, and Contreras-McGavin.
Again, this is a keeper.
Week 5- A Major Issue in Higher Education
Working with Housing & Residence Life one of the major issue that impact the department is FERPA. FERPA stands for Family Educational Rights and Privacy Act. FERPA protects the privacy of students with regards to where they live, their grades and anything that goes on in their college career. The main thing that the Housing & Residence Life uses is protecting the students on where they live, any situation that has happened to them and their phone number. This is one of the most important thing that a resident advisor has to do in their job.
When training resident advisor, it is very important to understand what there learning and leadership style are. As a leader it is our job to realize that each person has a different style.
Students and parents are the people that ask the question about information that is protected by FERPA. All the resident advisor are aware of this but it may be hard to explain this to parents. This is where the situation theory can be used. Some resident advisors know all the rules but may need the support to be able to tell parents that we are not able to give the information. Others may need some one to bounce ideas on what they want to say which would be called coaching. Others like/need to be told what to say which is known as directing.
I think that it is very important to know what your staff needs from you as a leader, and this theory helps leaders understand and see what their employees need.
When training resident advisor, it is very important to understand what there learning and leadership style are. As a leader it is our job to realize that each person has a different style.
Students and parents are the people that ask the question about information that is protected by FERPA. All the resident advisor are aware of this but it may be hard to explain this to parents. This is where the situation theory can be used. Some resident advisors know all the rules but may need the support to be able to tell parents that we are not able to give the information. Others may need some one to bounce ideas on what they want to say which would be called coaching. Others like/need to be told what to say which is known as directing.
I think that it is very important to know what your staff needs from you as a leader, and this theory helps leaders understand and see what their employees need.
Saturday, February 21, 2009
Week 5 - Distance Learning & Todays Leaders
The Chronicle in Higher Education had an interesting article in its 2/19/2009 issue entitled: Skidmore May End Online-Education Program. For online education, it is important to consider: infrastructure needed to support wireless capabilities (hot spots inside and outside of the classroom); and, the growing interest and support of online distance learning by academic leaders. The cost of manpower, infrastructure, and equipment must be strategically considered. During these difficult times, what happens to important programs that are common for some universities and new for others?
Data supports that during financial hardtimes, people turn to education to improve their chances to advance their careers. According to a 2008 survey produced by the Sloan Consortium -http://sloanconsortium.org/publications/survey/pdf/staying_the_course.pdf , online registration is increasing - especially amongst adults (high cost of fuel, work, family and time constraints). The Sloan survey also reports that as of fall 2007, 3.9 million students were taking at least one online course - a 12% increase from the previous year (p. 1, I. Elaine Allen & Jeff Seamna, Staying the Course - Online Education in the United States, 2008). With such important data supporting online education, why would schools such as Skidmore find the need to cut these classes? What about the institutes who are considering online courses? What considerations do they need to make? What type of leadership will they need to display to motivate faculty who are faced with no pay increases, larger teaching loads, limited resources and suffering infrastructure? Leadership in these situations can take several modes and is dependent upon support from within sub-groups (i.e. faculty and students).
Within the College of Science (COS) there is low support for online education. The time to organize and to implement online courses is time-consuming and has little to no financial reward (a motivator for faculty facing no pay increases for two years). Logistics are not in place to support these programs, and confidence is lacking in the infrastructure to support the courses. Yet the Dean of COS has a vision to create a learning community; therefore, departments have been directed to find ways to collaborate and to bring online courses to students of the College. As Skidmore has learned, with additional institutes offering online learning, competition increases and can be a threat to existing online program they have. The College of Science must face the reality of competition for online learning. A careful balance is required to be successful and to maintain a competitve edge.
GMU and its colleges needs to finds a way achieve a balanced distance learning program to accommodate its students and to be competive. Path-Goal Theory seems most appropriate, especially in the case of the College of Science (COS). The leadership initially needs to directive. Expectations and time lines have been given to certain departments to come up with online learning modules. Clear and direct communication is required. At the same time, the leadership must demonstrate support in helping faculty achieve his goal. Times are difficult and yes, faculty are being asked (told) to do more with less. Meetings and appointments are taking place to hear complaints and concerns. Ways to collaborate are being discussed to hopefully help with the planning process. Supportive style is effective when work being required is structured yet unsatisfying.
Participative leadership is also required. Department chairs must work closely with faculty to help guide them through the process. The College deans must work closely with department chairs as well. Another consideration, as suggested by Path-Goal Theory, is the behaviour of subordinate. Subordinates' behaviour dictate leaders' behaviour. Department chairs in COS tend to desire more control therefore, it is important for the Dean to provide participative leadership. The "subordinates" need to feel some control over their work and the new realm of online education - an ambiguous task for some.
Skidmore and the College of Science both face the challenges of providing innovative ways to teach their students and to maintain competition. The Path-Goal Theory appears to be an effective leadership style that is required. The approach of the theory is very practical-minded and goal oriented. Especially important to the leadership provided under this theory, is the behaviour and treatment of subordinates. Frustration, apprehension and lack of motivation may be impacting the behaviour of those tasked with online education programming. A strong leader, specific goals and flexibility in leadership style is necessary along the path to achieving a goal....creating online learning, or doing away with it all together.
The article link is: http://chronicle.com/wiredcampus/article/3622/skidmore-may-end-online-education-program
The site for Skidmore's University Without Walls http://www.skidmore.edu/uww/
Data supports that during financial hardtimes, people turn to education to improve their chances to advance their careers. According to a 2008 survey produced by the Sloan Consortium -http://sloanconsortium.org/publications/survey/pdf/staying_the_course.pdf , online registration is increasing - especially amongst adults (high cost of fuel, work, family and time constraints). The Sloan survey also reports that as of fall 2007, 3.9 million students were taking at least one online course - a 12% increase from the previous year (p. 1, I. Elaine Allen & Jeff Seamna, Staying the Course - Online Education in the United States, 2008). With such important data supporting online education, why would schools such as Skidmore find the need to cut these classes? What about the institutes who are considering online courses? What considerations do they need to make? What type of leadership will they need to display to motivate faculty who are faced with no pay increases, larger teaching loads, limited resources and suffering infrastructure? Leadership in these situations can take several modes and is dependent upon support from within sub-groups (i.e. faculty and students).
Within the College of Science (COS) there is low support for online education. The time to organize and to implement online courses is time-consuming and has little to no financial reward (a motivator for faculty facing no pay increases for two years). Logistics are not in place to support these programs, and confidence is lacking in the infrastructure to support the courses. Yet the Dean of COS has a vision to create a learning community; therefore, departments have been directed to find ways to collaborate and to bring online courses to students of the College. As Skidmore has learned, with additional institutes offering online learning, competition increases and can be a threat to existing online program they have. The College of Science must face the reality of competition for online learning. A careful balance is required to be successful and to maintain a competitve edge.
GMU and its colleges needs to finds a way achieve a balanced distance learning program to accommodate its students and to be competive. Path-Goal Theory seems most appropriate, especially in the case of the College of Science (COS). The leadership initially needs to directive. Expectations and time lines have been given to certain departments to come up with online learning modules. Clear and direct communication is required. At the same time, the leadership must demonstrate support in helping faculty achieve his goal. Times are difficult and yes, faculty are being asked (told) to do more with less. Meetings and appointments are taking place to hear complaints and concerns. Ways to collaborate are being discussed to hopefully help with the planning process. Supportive style is effective when work being required is structured yet unsatisfying.
Participative leadership is also required. Department chairs must work closely with faculty to help guide them through the process. The College deans must work closely with department chairs as well. Another consideration, as suggested by Path-Goal Theory, is the behaviour of subordinate. Subordinates' behaviour dictate leaders' behaviour. Department chairs in COS tend to desire more control therefore, it is important for the Dean to provide participative leadership. The "subordinates" need to feel some control over their work and the new realm of online education - an ambiguous task for some.
Skidmore and the College of Science both face the challenges of providing innovative ways to teach their students and to maintain competition. The Path-Goal Theory appears to be an effective leadership style that is required. The approach of the theory is very practical-minded and goal oriented. Especially important to the leadership provided under this theory, is the behaviour and treatment of subordinates. Frustration, apprehension and lack of motivation may be impacting the behaviour of those tasked with online education programming. A strong leader, specific goals and flexibility in leadership style is necessary along the path to achieving a goal....creating online learning, or doing away with it all together.
The article link is: http://chronicle.com/wiredcampus/article/3622/skidmore-may-end-online-education-program
The site for Skidmore's University Without Walls http://www.skidmore.edu/uww/
Tuesday, February 17, 2009
Resource Sharing
I just wanted to share one of my favorite online resources called TED. It's a site where people who are considered leaders in their fields of interest come to a forum to give "the talk of their lives" for 18 minutes. The talk is recorded and put on their website for the rest of the world to view. The reason I think this site is genius is because it serves no other purpose than to spread ideas. A person simply gives their talk in 18 minutes, and the audience is left to ponder the issues given to us and start to find answers to many of the world's problems. GENIUS!
This particular talk by Barry Schwartz was sent to me today about wisdom and ethical decision making - elements of leadership.
This particular talk by Barry Schwartz was sent to me today about wisdom and ethical decision making - elements of leadership.
Monday, February 16, 2009
Neurotic Communicator
Thanks to Sho, I found an appealing blog called http://www.leadershipnow.com/ . The site is engaging for its interesting information and resources. The blog entries on leadership tie back to what the class is reading and discussing, pertinent articles, thought provoking quotes from the past and the present, and “nuggets of wisdom.”
February 2009 is the 200th anniversary of Abraham Lincoln; it seems appropriate to comment on this great leader. Controversy currently surrounds Lincoln (several books and television programs argue that Lincoln was a racist); however, my comments are based on what I have learned and my general observations on the circumstances in which he led our country. Like him or not, he led the United States during its darkest time in history – the country was divided economically, geographically and philosophically. Michael McKinney’s series of blog entries caught my eye and enticed me to research and to reflect on Lincoln.
The Civil War was a defining event during Lincoln’s presidency. The “great man” theory is easily applied to Abraham Lincoln as he possessed innate qualities and characteristics that contributed to his being a great leader during a terrible time in American history. Historical documents and testimonies from members of his staff and press typically state that Lincoln was intelligent, thoughtful, insightful and honest. Integrity is probably what he is best known.
The five-factor personality model specifies conscientiousness, agreeableness, openness, extraversion and neuroticism (low level). Ironically, Lincoln was known to suffer from depressions (neuroticism) and appears to have been quiet and introverted; however he did not have difficulty communicating and had a reputation for telling stories and raucous jokes. Based on these characteristics, a key to being a successful leader during difficult times is to be a communicator (openness and extraversion) – to understand as many facts as possible and to share as much accurate information as possible with subordinates or supporters.
Several blog entries, after the series of Lincoln entries, discuss leading and communicating in times of crisis. The entries are commentaries on a series by Paul Argenti, Managing in a Downturn that was sponsored by the Financial Times. The articles are timely and support the Lincoln blogs and current events. The skills theory is appropriate to modern times; the theory considers technical, human, and conceptual skills to be a good leader. The theory can be tied back to Lincoln.
President Lincoln led a country torn apart by the Civil War. Central to the war was the issue of slavery. Lincoln established where he stood on the issue and persuaded members of his cabinet and members of the Democratic Party (that strongly opposed him) to his vision of a geographically, politically, and economically united America without slavery. He had to clearly articulate his beliefs despite the harshest of criticisms. He rose above the negativity and never wavered from his vision. He understood the “big picture” of having a united country.
Interestingly, Lincoln filled his cabinet not only with ideological supporters, but those who were philosophically against him. For example, Lincoln’s secretary of state (William Seward) did not like or get along with Lincoln, however Lincoln still conferred with him to gain his insight. Surrounding oneself with insightful people who can provide different viewpoints can be very helpful for a leader in making difficult decisions or even clarifying their beliefs. As much hostility as there was regarding the secession of states from America, the support of slavery and so on, President Abraham Lincoln had to hold firm to beliefs and keep on task, his cabinet and staff in ensuring the message from the White House was consistent: the spread of slavery was not supported and that slavery must be abolished.
Finally, Lincoln was also known for being (within the Style Theory) as an “authority-compliance” manager. He personally picked the generals to lead the northern army in the War Between the States. As Leadership Theory & Practice book states, “(authority compliance) style is result driven, and people are regarded as tools to that end.” (Northouse, p. 73). Undoubtedly, many lessons on leadership for today’s leaders can be learned from the presidency of Abraham Lincoln.
***************************************************************************
According to the Boston Globe (http://www.boston.com/), there are over 14,000 books on Abraham Lincoln. For a nice brief biography on the man, click on the following link:
http://www.leadershipnow.com/museum/AbrahamLincoln.html
February 2009 is the 200th anniversary of Abraham Lincoln; it seems appropriate to comment on this great leader. Controversy currently surrounds Lincoln (several books and television programs argue that Lincoln was a racist); however, my comments are based on what I have learned and my general observations on the circumstances in which he led our country. Like him or not, he led the United States during its darkest time in history – the country was divided economically, geographically and philosophically. Michael McKinney’s series of blog entries caught my eye and enticed me to research and to reflect on Lincoln.
The Civil War was a defining event during Lincoln’s presidency. The “great man” theory is easily applied to Abraham Lincoln as he possessed innate qualities and characteristics that contributed to his being a great leader during a terrible time in American history. Historical documents and testimonies from members of his staff and press typically state that Lincoln was intelligent, thoughtful, insightful and honest. Integrity is probably what he is best known.
The five-factor personality model specifies conscientiousness, agreeableness, openness, extraversion and neuroticism (low level). Ironically, Lincoln was known to suffer from depressions (neuroticism) and appears to have been quiet and introverted; however he did not have difficulty communicating and had a reputation for telling stories and raucous jokes. Based on these characteristics, a key to being a successful leader during difficult times is to be a communicator (openness and extraversion) – to understand as many facts as possible and to share as much accurate information as possible with subordinates or supporters.
Several blog entries, after the series of Lincoln entries, discuss leading and communicating in times of crisis. The entries are commentaries on a series by Paul Argenti, Managing in a Downturn that was sponsored by the Financial Times. The articles are timely and support the Lincoln blogs and current events. The skills theory is appropriate to modern times; the theory considers technical, human, and conceptual skills to be a good leader. The theory can be tied back to Lincoln.
President Lincoln led a country torn apart by the Civil War. Central to the war was the issue of slavery. Lincoln established where he stood on the issue and persuaded members of his cabinet and members of the Democratic Party (that strongly opposed him) to his vision of a geographically, politically, and economically united America without slavery. He had to clearly articulate his beliefs despite the harshest of criticisms. He rose above the negativity and never wavered from his vision. He understood the “big picture” of having a united country.
Interestingly, Lincoln filled his cabinet not only with ideological supporters, but those who were philosophically against him. For example, Lincoln’s secretary of state (William Seward) did not like or get along with Lincoln, however Lincoln still conferred with him to gain his insight. Surrounding oneself with insightful people who can provide different viewpoints can be very helpful for a leader in making difficult decisions or even clarifying their beliefs. As much hostility as there was regarding the secession of states from America, the support of slavery and so on, President Abraham Lincoln had to hold firm to beliefs and keep on task, his cabinet and staff in ensuring the message from the White House was consistent: the spread of slavery was not supported and that slavery must be abolished.
Finally, Lincoln was also known for being (within the Style Theory) as an “authority-compliance” manager. He personally picked the generals to lead the northern army in the War Between the States. As Leadership Theory & Practice book states, “(authority compliance) style is result driven, and people are regarded as tools to that end.” (Northouse, p. 73). Undoubtedly, many lessons on leadership for today’s leaders can be learned from the presidency of Abraham Lincoln.
***************************************************************************
According to the Boston Globe (http://www.boston.com/), there are over 14,000 books on Abraham Lincoln. For a nice brief biography on the man, click on the following link:
http://www.leadershipnow.com/museum/AbrahamLincoln.html
EdProWeblog
I am following a blog titled EdProWeblog. It's written by Ed Morrison, an economic development consultant who writes this blog as a way to promote his practice. He also works at Purdue University's Center for Regional Development. He promotes what I believe is a fairly new way of looking at workforce development, education, and economic development -- he believes that they should work together (WHAT A CONCEPT!). It sounds obvious, but these 3 elements often don't work together which is why all 3 remain a disconnected mess in many parts of the US.
He promotes what he calls "Open Source Education, Economic, and Workforce Development."The term, open source, as used in software development means that the code used to develop the software is "open" for anyone to manipulate for their own specific purposes. Programmers from all over the world can collaborate to take general software (think Open Office) and make it useful for their own cultural context. This is the opposite of "closed source" or proprietary software (think MS Office) that cannot be manipulated by anyone outside of programmers at Microsoft. The same collaborative spirit is applied to Open Source Education, Economic, and Workforce Development. People from all 3 industries work together in a specific region to find the most effective and efficient solutions that benefit all. Again, WHAT A CONCEPT!
So what does this have to do with leadership? Ed Morrison, for the most part, works as a consultant to people in 3 industries. While his specialty is economic development, he also has the knowledge of the other 2 industries to help his clients make more informed decisions. Thus I would think that as a consultant, he is speaking to the skills or competencies approach within the leaders he works with. He would start from where the leader (and thus the team she is working with) is currently in their skills, then try to build on that to fill gaps that lead to effective problem solving. The belief behind consulting is that leaders can improve their work through the assistance of someone who can provide a new perspective. Thus using the trait approach may be not be efficient as trying to change characteristics a leader is born with may take a while. Consulting can also be aligned with the style approach to leadership as it emphasizes both task and relationship to people that lead to wanted outcomes.
He promotes what he calls "Open Source Education, Economic, and Workforce Development."The term, open source, as used in software development means that the code used to develop the software is "open" for anyone to manipulate for their own specific purposes. Programmers from all over the world can collaborate to take general software (think Open Office) and make it useful for their own cultural context. This is the opposite of "closed source" or proprietary software (think MS Office) that cannot be manipulated by anyone outside of programmers at Microsoft. The same collaborative spirit is applied to Open Source Education, Economic, and Workforce Development. People from all 3 industries work together in a specific region to find the most effective and efficient solutions that benefit all. Again, WHAT A CONCEPT!
So what does this have to do with leadership? Ed Morrison, for the most part, works as a consultant to people in 3 industries. While his specialty is economic development, he also has the knowledge of the other 2 industries to help his clients make more informed decisions. Thus I would think that as a consultant, he is speaking to the skills or competencies approach within the leaders he works with. He would start from where the leader (and thus the team she is working with) is currently in their skills, then try to build on that to fill gaps that lead to effective problem solving. The belief behind consulting is that leaders can improve their work through the assistance of someone who can provide a new perspective. Thus using the trait approach may be not be efficient as trying to change characteristics a leader is born with may take a while. Consulting can also be aligned with the style approach to leadership as it emphasizes both task and relationship to people that lead to wanted outcomes.
Week4: Following a Blog
Firstly, I must appologize for my late response as there has been a whole lot going on in my life since the ending of our last class.
I thought that this blog assignment was a very interesting project, but at the same time difficult to find a blog posting that I wanted to follow due to the amount of good topics. I ended up settling on "How the University Works" a blog managed by Marc Bosquet who is a tenured associate professor at Santa Clara University. Marc covers many great topics that relate to this course, and also likes to publish video-blogs which spark further debate on YouTube. I decided to just randomly pick one of his topics as I am already late.
I clicked on his links to "video greatest hits" and found one post tilted, "Higher Ed, A Pyramid Scheme." This video-blog is an interview with CUNY Professor, Michelle Masse who weighs in on the equity debate in higher ed. The following questions were asked:
- Has the massive influx of women into certain sectors of faculty work lead to true gender equity?
- So you tend to have male majority areas on top of the pyramid and female majority areas at the bottom. whole fields become "feminized."
- Would you say that some areas, like administration, are "masculinized"?
- "Feminized" means that certain sectors of mostly female employees are overworked and underpaid; while "masculinzed" sectors are leisured and well-paid.
- How do you feel when some administrator tells you that it is just "market forces" at work?
- Where is the "femitization" of humanities taking us?
Her responses were that dispite the growing population of graduated women there is still a lopsided ratio of men in higher positions in the institution. The women tend to be placed at the bottom, teaching intro classes and working for less money at worse times. In areas such as the humanities, this introduction to a necessary area of study becomes less attractive to new students because of the feminized nature of the teaching roles. She broadens the term feminizim however to span not just women, but also men in similar fields of study. The issue boils down to masculine ideals with a feminine workforce, something that was mentioned in class on the first day with regards to administration and the "great men".
Many responses to the post were directed toward the mention of "market forces" and were analyzing education from a buisness stand-point. I am on the side of this "market forces" idea playing a large role in education (and not just because I work for a profit based institution). However, the market forces should still not account for unequal distribution of labor.
I find that most of the problem is a perpetuation of old principles and in impatience for allowing change to progress. It seems that many accademics would like society to change over night, but that typically isn't how major change happens. Obama has constanlty been trying to tell people that although he is attempting to spur the economy with a package, the change will not be felt the moment the package passes his desk, it will take time.
Women have struggled to climb the ladder of equity, and have made great changes in policy for our society. Women still complain that they are in roles that are benieth their standing and are given less then men in similar roles. This is most likely still accurate because the people at the top have not yet changed. Slowly, equity needs to move up the rungs of the ladder to the top, and next thing you know, we have an African American President; we have a female Secretary of State; and we have a female Speaker of the House.
But the debate that the current position of women at the bottom is leading to a change in the perspective of certain fields of study to a "feminized" nature is quite interesting. Many of these fields were male dominated until recently, so could the sudden change be attributed to the stress of the female workforce under the male authority?
I think things will be different if there were more equality in the workforce throughout the ranks, and this theory of feminization is an interesting dilema of a possible backlash from the switch from the "great man" ideals. She mentions that due to this feminization, certain roles such as nursing or secretarial work have become female dominated and down-played since earlier generations. She would debate that this was due to the "great man" theory where people in these fields would have to be women and the administration of these positions would have to be men.
I would like to propose a counter argument. This mysterious "market force" in the fields that are mentioned, could it be that the majority of secretaries are no longer in prestigious apprenticeship positions, rather they are in the position of answering phones and providing an initial image that is pleasing, something that developed from phone opperators and typists, roles that women were origninally able to jump into. And nursing, wasn't that a role that women really took over during war-time as men were off fighting and getting themselves blown up? I think that the feminization of many of these fields that she mentions does come from a sort of "market force" and not necessarily from some male dominated conspiricy.
She has a point about leadership, but I believe that (as many of the responses to the blog follow) the market does drive a lot of what we do in our economic system, and the schools wether they like it or not, are subject to this system.
I thought that this blog assignment was a very interesting project, but at the same time difficult to find a blog posting that I wanted to follow due to the amount of good topics. I ended up settling on "How the University Works" a blog managed by Marc Bosquet who is a tenured associate professor at Santa Clara University. Marc covers many great topics that relate to this course, and also likes to publish video-blogs which spark further debate on YouTube. I decided to just randomly pick one of his topics as I am already late.
I clicked on his links to "video greatest hits" and found one post tilted, "Higher Ed, A Pyramid Scheme." This video-blog is an interview with CUNY Professor, Michelle Masse who weighs in on the equity debate in higher ed. The following questions were asked:
- Has the massive influx of women into certain sectors of faculty work lead to true gender equity?
- So you tend to have male majority areas on top of the pyramid and female majority areas at the bottom. whole fields become "feminized."
- Would you say that some areas, like administration, are "masculinized"?
- "Feminized" means that certain sectors of mostly female employees are overworked and underpaid; while "masculinzed" sectors are leisured and well-paid.
- How do you feel when some administrator tells you that it is just "market forces" at work?
- Where is the "femitization" of humanities taking us?
Her responses were that dispite the growing population of graduated women there is still a lopsided ratio of men in higher positions in the institution. The women tend to be placed at the bottom, teaching intro classes and working for less money at worse times. In areas such as the humanities, this introduction to a necessary area of study becomes less attractive to new students because of the feminized nature of the teaching roles. She broadens the term feminizim however to span not just women, but also men in similar fields of study. The issue boils down to masculine ideals with a feminine workforce, something that was mentioned in class on the first day with regards to administration and the "great men".
Many responses to the post were directed toward the mention of "market forces" and were analyzing education from a buisness stand-point. I am on the side of this "market forces" idea playing a large role in education (and not just because I work for a profit based institution). However, the market forces should still not account for unequal distribution of labor.
I find that most of the problem is a perpetuation of old principles and in impatience for allowing change to progress. It seems that many accademics would like society to change over night, but that typically isn't how major change happens. Obama has constanlty been trying to tell people that although he is attempting to spur the economy with a package, the change will not be felt the moment the package passes his desk, it will take time.
Women have struggled to climb the ladder of equity, and have made great changes in policy for our society. Women still complain that they are in roles that are benieth their standing and are given less then men in similar roles. This is most likely still accurate because the people at the top have not yet changed. Slowly, equity needs to move up the rungs of the ladder to the top, and next thing you know, we have an African American President; we have a female Secretary of State; and we have a female Speaker of the House.
But the debate that the current position of women at the bottom is leading to a change in the perspective of certain fields of study to a "feminized" nature is quite interesting. Many of these fields were male dominated until recently, so could the sudden change be attributed to the stress of the female workforce under the male authority?
I think things will be different if there were more equality in the workforce throughout the ranks, and this theory of feminization is an interesting dilema of a possible backlash from the switch from the "great man" ideals. She mentions that due to this feminization, certain roles such as nursing or secretarial work have become female dominated and down-played since earlier generations. She would debate that this was due to the "great man" theory where people in these fields would have to be women and the administration of these positions would have to be men.
I would like to propose a counter argument. This mysterious "market force" in the fields that are mentioned, could it be that the majority of secretaries are no longer in prestigious apprenticeship positions, rather they are in the position of answering phones and providing an initial image that is pleasing, something that developed from phone opperators and typists, roles that women were origninally able to jump into. And nursing, wasn't that a role that women really took over during war-time as men were off fighting and getting themselves blown up? I think that the feminization of many of these fields that she mentions does come from a sort of "market force" and not necessarily from some male dominated conspiricy.
She has a point about leadership, but I believe that (as many of the responses to the blog follow) the market does drive a lot of what we do in our economic system, and the schools wether they like it or not, are subject to this system.
Sunday, February 15, 2009
TIDES - The Institute for Diversity and Ethics in Sports
Blogs about race in American still generate very heated, mean spirited, opinionated and sometimes racists statements especially when it comes to leadership. The blog that I am following discusses a recent study that looks at the lack of African American College Football Coaches in head coaching (leadership) positions. Please see attached blog that demonstrates the feelings of bloggers when race and leadership and discussed in sensitive issues.
http://www.blackvoices.com/blogs/2008/11/07/only-four-black-college-football-coaches-in-ncaa-lowest-in-15-y/#comments
The recent study by The Institute for Diversity and Ethics in Sport at the University of Central Florida has shown that African-American head coaches in college football are the lowest it's been since 1993. With the recent firings of Ty Willingham at Washington and Ron Prince at Kansas State, out of the 119 NCAA football schools, there are only four Black coaches left: Miami's Randy Shannon, Mississippi State's Sylvester Croom, Buffalo's Turner Gill and Houston's Kevin Sumlin.
"While the percentages [of minority coaches] are slightly better, the general picture is still one of white men running college sport," the report's co-author, Richard Lapchick told the Associated Press. "Overall, the numbers simply do not reflect the diversity of our student-athletes. Moreover, they do not reflect the diversity of our nation where we have elected an African-American as President for the first time."
The study also looked at university leadership, which includes presidents and athletic directors, and found that 91 percent are held by white folks. Lapchick believes that NCAA should adopt a rule similar to the NFL's Rooney Rule where the league sanctions teams that do not interview minority candidates for coaching jobs. Lapchick hopes that Obama's election will make an impact on the hiring of minority candidates.
"His presidency will get people's attention, whether or not he gets involved," he said. "People will wonder: How can we have an African-American president and the lowest number of coaches in 15 years?"
For a comprehensive look at the report and its findings, please visit http://www.tidesport.org/Grad%20Rates/2008-09_FBS_Demographics_Study.pdf.
http://www.blackvoices.com/blogs/2008/11/07/only-four-black-college-football-coaches-in-ncaa-lowest-in-15-y/#comments
The recent study by The Institute for Diversity and Ethics in Sport at the University of Central Florida has shown that African-American head coaches in college football are the lowest it's been since 1993. With the recent firings of Ty Willingham at Washington and Ron Prince at Kansas State, out of the 119 NCAA football schools, there are only four Black coaches left: Miami's Randy Shannon, Mississippi State's Sylvester Croom, Buffalo's Turner Gill and Houston's Kevin Sumlin.
"While the percentages [of minority coaches] are slightly better, the general picture is still one of white men running college sport," the report's co-author, Richard Lapchick told the Associated Press. "Overall, the numbers simply do not reflect the diversity of our student-athletes. Moreover, they do not reflect the diversity of our nation where we have elected an African-American as President for the first time."
The study also looked at university leadership, which includes presidents and athletic directors, and found that 91 percent are held by white folks. Lapchick believes that NCAA should adopt a rule similar to the NFL's Rooney Rule where the league sanctions teams that do not interview minority candidates for coaching jobs. Lapchick hopes that Obama's election will make an impact on the hiring of minority candidates.
"His presidency will get people's attention, whether or not he gets involved," he said. "People will wonder: How can we have an African-American president and the lowest number of coaches in 15 years?"
For a comprehensive look at the report and its findings, please visit http://www.tidesport.org/Grad%20Rates/2008-09_FBS_Demographics_Study.pdf.
Week 4: Following a Blog
Would like to offer what I call a GO-TO SITE:
http://www.bestuniversities.com/blog/2009/top-100-leadership-blogs/
that has links to 100 leadership sites. I choose:
Leadership Styles Blog
to follow. It is “a forum on Empowerment, Engagement, Vision and Facilitation for Process Improvement & Change Leaders”
What I found interesting about this site it offers ideas on how to work with one’s leadership style. We learned about leadership styles. We will confront seniors and peers with different styles. How can we leverage what we learned from the Northouse readings?
The Leadership Styles Blog is an attempt to address this reality. The site offers comments mainly from Dr. Dike Drummond his wife Peg, and Shelley Roberts. The trio are in leadership consulting business and the site is for self–promotion but it is very rich in providing insight into what the business community celebrates as important leadership resources (leadership library, other blogs, LEAN, Six Sigma, etc.).
There are VERY few comments to the postings. The postings are very simple observations on such topics as Team Building, Managing Meetings, the Goldilocks Effect, 3-D Objectives. The 5S Game on Team Building (see top of the page of the blog for a linke to the game) is a neat item for you to work together on a project that promotes Quality Improvement.
Here are four postings and why they are relevant to our course:
Leadership Styles and The “Goldilocks Effect”
(Strengths/Weaknesses)
Leaders “Infect” People with their Mood - For Better or Worse
(Situational)
Do Leaders have to be Extroverts?
(Traits)
America’s Best Leaders - the Three Skills
(think you'll see a connection with Professor Raspiller's remarks)
http://www.bestuniversities.com/blog/2009/top-100-leadership-blogs/
that has links to 100 leadership sites. I choose:
Leadership Styles Blog
to follow. It is “a forum on Empowerment, Engagement, Vision and Facilitation for Process Improvement & Change Leaders”
What I found interesting about this site it offers ideas on how to work with one’s leadership style. We learned about leadership styles. We will confront seniors and peers with different styles. How can we leverage what we learned from the Northouse readings?
The Leadership Styles Blog is an attempt to address this reality. The site offers comments mainly from Dr. Dike Drummond his wife Peg, and Shelley Roberts. The trio are in leadership consulting business and the site is for self–promotion but it is very rich in providing insight into what the business community celebrates as important leadership resources (leadership library, other blogs, LEAN, Six Sigma, etc.).
There are VERY few comments to the postings. The postings are very simple observations on such topics as Team Building, Managing Meetings, the Goldilocks Effect, 3-D Objectives. The 5S Game on Team Building (see top of the page of the blog for a linke to the game) is a neat item for you to work together on a project that promotes Quality Improvement.
Here are four postings and why they are relevant to our course:
Leadership Styles and The “Goldilocks Effect”
(Strengths/Weaknesses)
Leaders “Infect” People with their Mood - For Better or Worse
(Situational)
Do Leaders have to be Extroverts?
(Traits)
America’s Best Leaders - the Three Skills
(think you'll see a connection with Professor Raspiller's remarks)
Week 4- Follow a Blog
The blog that I chose to follow is titled, Not your average admissions blog. A beneath the surface look at everything college admissions by Dean Flagel of our Mason's admissions department.
I chose to read the postings from Dean Flagel from this year. The topics that I read about were New update on tuiton and aid, In Memorian for Jack Blackburn, An amazing day to be in DC, Deadlines and what do they mean, Shameless Plug for Mason's ranking in 50 best valued school, and Happy New Year! Dean Flagel's blog is not limited to admissions information, he is also sharing stories on things happening on campus and ones relating to him personally.
If I were a student apply to Mason I think that this site would be very informative and useful-it makes me feel that Dean Flagel through the blog is connecting to the student on a more personal basis. During the first week of classes be discussed the trait and behavior theories and related them to higher education. The qualities that we listed were relational, credibility, competence, and guidance/direction. Dean Flagel has managed to embody these traits into his blog. In reading the blog I feel contected and informed about Mason. I feel the main objective of his blog his to provide additional guidance or direction for students applying to Mason and in reading his blog I feel that he is accomplishing his objective. The closing for the blog be seeing you...to me this makes the information more personable or relational.
Here was are following a blog for this assignment and Dean Flagel shares his favorite blogs on the Jan 4 posting. Interested in reading more about admissons, higher education, politics.... check them out.
I chose to read the postings from Dean Flagel from this year. The topics that I read about were New update on tuiton and aid, In Memorian for Jack Blackburn, An amazing day to be in DC, Deadlines and what do they mean, Shameless Plug for Mason's ranking in 50 best valued school, and Happy New Year! Dean Flagel's blog is not limited to admissions information, he is also sharing stories on things happening on campus and ones relating to him personally.
If I were a student apply to Mason I think that this site would be very informative and useful-it makes me feel that Dean Flagel through the blog is connecting to the student on a more personal basis. During the first week of classes be discussed the trait and behavior theories and related them to higher education. The qualities that we listed were relational, credibility, competence, and guidance/direction. Dean Flagel has managed to embody these traits into his blog. In reading the blog I feel contected and informed about Mason. I feel the main objective of his blog his to provide additional guidance or direction for students applying to Mason and in reading his blog I feel that he is accomplishing his objective. The closing for the blog be seeing you...to me this makes the information more personable or relational.
Here was are following a blog for this assignment and Dean Flagel shares his favorite blogs on the Jan 4 posting. Interested in reading more about admissons, higher education, politics.... check them out.
Week 4- Following a Blog
One thing that I enjoyed doing is to be "green" as much as possible, which was the reason I picked this as my blog to follow. G. Rendell is the author of the blog posts which discuss many interesting points that can relate to leadership. The point that was brought up was recycling and its meaning. He states that on campus, recycling is not just getting the stuff to the right place but also making it become apart of their normal routine. He wanted to make sure that after college student would continue to recycle. In reading this I saw that the the author is trying to show the student a different way that they can show leadership. I see that the author, is showing positive ways in showing how to portray to skills of the human and technical skills.
In looking at another blog that he posted, it is also seen that he is showing the human, conceptual and technical skills as well. He states that he talks to any teacher about sustainability, case by case. This shows that he goes out and tries to promote sustainability as much as he can but in a positive way. This example reminds me of my job shadow that I completed this week. The dean that I interviewed that he will do everything that he can for the school. In saying anyone that makes an appointment he will give the information that is needed for them to make the next step.
Another thing that was mentioned in his blogs what the economy and how it affects the work that he does. He discussed the many little things that one can do in order to make a change. In leadership, many times it is the little things that one does that shows that they are a great leader. For example, doing the small things like listening to ones concerns or being present at an event turns into something bigger.
In looking at another blog that he posted, it is also seen that he is showing the human, conceptual and technical skills as well. He states that he talks to any teacher about sustainability, case by case. This shows that he goes out and tries to promote sustainability as much as he can but in a positive way. This example reminds me of my job shadow that I completed this week. The dean that I interviewed that he will do everything that he can for the school. In saying anyone that makes an appointment he will give the information that is needed for them to make the next step.
Another thing that was mentioned in his blogs what the economy and how it affects the work that he does. He discussed the many little things that one can do in order to make a change. In leadership, many times it is the little things that one does that shows that they are a great leader. For example, doing the small things like listening to ones concerns or being present at an event turns into something bigger.
Thursday, February 12, 2009
Week 4: Confessions of a Community College Dean
The thing I like most about this website is that the Dean posts something almost everyday, therefore I feel I get to know the most relevant issues that might be going on. For this blog assignment I read all of the blogs he has posted so far this month.
One of the main topics that keeps appearing in the blog is about budget cuts, since that is hitting Community Colleges (CC's as they are refered to in the blog) hard. I will talk about the cuts a little later in my blog. But first I want to touch on something that only appeared once in the blog, but really got me thinking.
The first blog of this month was about the administrative program at his cc, how it is the most requested position by employers but is the least attended program. He discusses the reasons why people are not enrolling in the administrative program, which is seen as the secretary position. A reason that was given that made me think is, secretary positions are ones that don't have authority therefore people are not attracted to this position anymore. That got me thinking about authority and apparent authority and all the jazz. I also feel that leadership/being a leader in connected with authority. Do we see a secretary as a leader? I would argue that they are leaders, a supervisory management leader I would say. They need to have high technical skills and human skills, with lower conceptual skills. I also would say that they have abilities to become leaders by promotions with in the company, but over time they can make change within companies. I think that good/great secretarise know how to do things more then the staff they work for and are well liked by most staff, which gives them political power and the ability to be a leader of change.
Now unto the budgeting issues that the dean of a cc is facing in his blog:
In the cc a dean was fired, making the faculty not so happy. Which you might think would be the other way around. Faculty was fired meaning eduaction is very important and also they are able to spread out the administrative tasks of the dean. The reason why faculty was not happy, was due to the faculty thinking that the dean was a champoin for them, that the dean was the fighter. They gave the dean more leadership, they put them into the top leadership (sorry I dont have my book on me to give it the proper name). When in reality a dean is more of a mediator between the faculty and higer administrators, so they are middle management. This makes you ask what happens when someone has more percieved authority/leadership than in reality? Is it a bad thing for people to place you into top leadership, when your role is within middle management? I think it can depend on the situation......so along with skills approach this could be a situational approach.
One of the main topics that keeps appearing in the blog is about budget cuts, since that is hitting Community Colleges (CC's as they are refered to in the blog) hard. I will talk about the cuts a little later in my blog. But first I want to touch on something that only appeared once in the blog, but really got me thinking.
The first blog of this month was about the administrative program at his cc, how it is the most requested position by employers but is the least attended program. He discusses the reasons why people are not enrolling in the administrative program, which is seen as the secretary position. A reason that was given that made me think is, secretary positions are ones that don't have authority therefore people are not attracted to this position anymore. That got me thinking about authority and apparent authority and all the jazz. I also feel that leadership/being a leader in connected with authority. Do we see a secretary as a leader? I would argue that they are leaders, a supervisory management leader I would say. They need to have high technical skills and human skills, with lower conceptual skills. I also would say that they have abilities to become leaders by promotions with in the company, but over time they can make change within companies. I think that good/great secretarise know how to do things more then the staff they work for and are well liked by most staff, which gives them political power and the ability to be a leader of change.
Now unto the budgeting issues that the dean of a cc is facing in his blog:
In the cc a dean was fired, making the faculty not so happy. Which you might think would be the other way around. Faculty was fired meaning eduaction is very important and also they are able to spread out the administrative tasks of the dean. The reason why faculty was not happy, was due to the faculty thinking that the dean was a champoin for them, that the dean was the fighter. They gave the dean more leadership, they put them into the top leadership (sorry I dont have my book on me to give it the proper name). When in reality a dean is more of a mediator between the faculty and higer administrators, so they are middle management. This makes you ask what happens when someone has more percieved authority/leadership than in reality? Is it a bad thing for people to place you into top leadership, when your role is within middle management? I think it can depend on the situation......so along with skills approach this could be a situational approach.
Tuesday, February 10, 2009
Obama
I’m all Obama’ed out… I just need a whole week without seeing his name or face. I’m glad he is president – I just need a break. But anyway, back to my critique…
The tone of Obama’s speech is somber, and it needed to be especially since his campaign has been backed by high emotion. He let us know that the time for being emotional about his being elected is over; it is now time to roll up our sleeves and brace ourselves for the mess that lies ahead. In general, the pompousness of America being the best at everything -- at the risk of alienating other countries -- is now over. And I’m glad it’s over. I am quite tired of having to over explain America’s pompous attitude every time I go overseas. We got problems – BIG PROBLEMS – and it’s time we face them by taking a look at the facts and planning appropriately with all stakeholders.
Obama also seems to quietly mention that the problems of America are much bigger than he. I have heard others talk of Obama as if he is the messiah who has come to deliver America from all of its wrongdoings. It took America many years to get into the mess it is in. I presume that the time to fix it will surpass Obama’s time in office.
The tone of Obama’s speech is somber, and it needed to be especially since his campaign has been backed by high emotion. He let us know that the time for being emotional about his being elected is over; it is now time to roll up our sleeves and brace ourselves for the mess that lies ahead. In general, the pompousness of America being the best at everything -- at the risk of alienating other countries -- is now over. And I’m glad it’s over. I am quite tired of having to over explain America’s pompous attitude every time I go overseas. We got problems – BIG PROBLEMS – and it’s time we face them by taking a look at the facts and planning appropriately with all stakeholders.
Obama also seems to quietly mention that the problems of America are much bigger than he. I have heard others talk of Obama as if he is the messiah who has come to deliver America from all of its wrongdoings. It took America many years to get into the mess it is in. I presume that the time to fix it will surpass Obama’s time in office.
Monday, February 9, 2009
Week 3- Inaugural Speech
Week 3-Critique of Inaugural Speech
I was fortunate enough to make the journey down to the mall on Inauguration Day to witness this historical moment with millions of other Americans. To witness this experience was captivating and the Inauguration Ceremony brought joy amongst those in attendance. To look back and review the speech it does provide you with more meaning and appreciation. I found the speech from CNN.com and at the top of the speech it listed four main points to the speech:
1. The crisis we face are strong, but so is America.
2. We gather because we have chosen hope over fear, unity over conflict.
From the beginning of his speech, President Obama begins by addressing our current state of the nation and that our nation is in suffering difficult times. However, we are going fight this challenge because we are strong and stronger as a combined nation. President Obama states that we are going to face these challenges and confirms that these challenges will be met. The first two main points to the speech display examples relating effective leadership approaches of the skills approach as the speech address the problems are nation is currently facing but a promise of positive change was addressed in facing this problem.
3. Nation's past achievements show we can overcome problems.
4. Our spirit is stronger and cannot be broken.
We have toiled in sweatshops, plowed the hard earth, fought in Gettysburg, and Concord. The speech leaves you with a vision for the future, of rememberance of where we have traveled and the promise to secure the future for further generations. Problem solving and performance are key terms in defining the skills approach. The inaugural speech effectively defined the problem and somewhat challenged future performance outcomes for our nation.
President Obama's speech contains power messages to its readers and listeners that I believe effective leaders use; messages of prosperity, freedom, boldness, swift action, leadership, cooperation, understanding, hard work, and honesty.
I was fortunate enough to make the journey down to the mall on Inauguration Day to witness this historical moment with millions of other Americans. To witness this experience was captivating and the Inauguration Ceremony brought joy amongst those in attendance. To look back and review the speech it does provide you with more meaning and appreciation. I found the speech from CNN.com and at the top of the speech it listed four main points to the speech:
1. The crisis we face are strong, but so is America.
2. We gather because we have chosen hope over fear, unity over conflict.
From the beginning of his speech, President Obama begins by addressing our current state of the nation and that our nation is in suffering difficult times. However, we are going fight this challenge because we are strong and stronger as a combined nation. President Obama states that we are going to face these challenges and confirms that these challenges will be met. The first two main points to the speech display examples relating effective leadership approaches of the skills approach as the speech address the problems are nation is currently facing but a promise of positive change was addressed in facing this problem.
3. Nation's past achievements show we can overcome problems.
4. Our spirit is stronger and cannot be broken.
We have toiled in sweatshops, plowed the hard earth, fought in Gettysburg, and Concord. The speech leaves you with a vision for the future, of rememberance of where we have traveled and the promise to secure the future for further generations. Problem solving and performance are key terms in defining the skills approach. The inaugural speech effectively defined the problem and somewhat challenged future performance outcomes for our nation.
President Obama's speech contains power messages to its readers and listeners that I believe effective leaders use; messages of prosperity, freedom, boldness, swift action, leadership, cooperation, understanding, hard work, and honesty.
Sunday, February 8, 2009
Week 3 - President Obama's Inaugural Speech
His face has graced every major magazine cover in the world! His likeness is seen everywhere! In almost a year, he changed the face of history.
Never in my life time did I think that I would have experience a moment like President Obama's Inaugural Speech. While in my opinion, he is an outstanding orator, this was not one of his most riveting speeches. Although inspiring, stern, honest, and promising, it was very grim at times addressing the issues that the United States and the world face today. President Obama has galvanized the world and now stands as the leader of the free world.
I have watched his speech and listened to it over and over and the passage that stands out to me most is the following:
That we are in the midst of crisis is now well understood. Our nation is at war, against a far-reaching network of violence and hatred. Our economy is badly weakened, a consequence of greed and irresponsibility on the part of some, but also our collective failure to make hard choices and prepare the nation for a new age. Homes have been lost; jobs shed; businesses shuttered. Our health care is too costly; our schools fail too many; and each day brings further evidence that the ways we use energy strengthen our adversaries and threaten our planet.
This captures the world on the day that President Obama became its leader. The United States is in the worse shape its has been since the Great Depression. As a leader he has a momentous tasks ahead of him, and he admits that we must prepare our nation for a new age.
His speech was forceful and proud, yet humble and passionate. Hope, change, new vision and challenging the new obstacles that face us were noted throughout his speech.
President Obama has the traits and qualities to lead this nation. His speech gave many an opportunity for hope, for inclusiveness and for equity. His humbleness and honesty are characteristics of a great leadership. I found his speech as a great foundation for a beginning of history for a new generation of leaders and leadership.
Never in my life time did I think that I would have experience a moment like President Obama's Inaugural Speech. While in my opinion, he is an outstanding orator, this was not one of his most riveting speeches. Although inspiring, stern, honest, and promising, it was very grim at times addressing the issues that the United States and the world face today. President Obama has galvanized the world and now stands as the leader of the free world.
I have watched his speech and listened to it over and over and the passage that stands out to me most is the following:
That we are in the midst of crisis is now well understood. Our nation is at war, against a far-reaching network of violence and hatred. Our economy is badly weakened, a consequence of greed and irresponsibility on the part of some, but also our collective failure to make hard choices and prepare the nation for a new age. Homes have been lost; jobs shed; businesses shuttered. Our health care is too costly; our schools fail too many; and each day brings further evidence that the ways we use energy strengthen our adversaries and threaten our planet.
This captures the world on the day that President Obama became its leader. The United States is in the worse shape its has been since the Great Depression. As a leader he has a momentous tasks ahead of him, and he admits that we must prepare our nation for a new age.
His speech was forceful and proud, yet humble and passionate. Hope, change, new vision and challenging the new obstacles that face us were noted throughout his speech.
President Obama has the traits and qualities to lead this nation. His speech gave many an opportunity for hope, for inclusiveness and for equity. His humbleness and honesty are characteristics of a great leadership. I found his speech as a great foundation for a beginning of history for a new generation of leaders and leadership.
Week 3 Inagural Speech
1. As the new leader, President Obama embraced all citizens. In most military change of command addresses, the incoming commander begins his speech by acknowledging the high-ranking members of the military who are here to witness it. President Obama eschewed this opening and began his speech with the simple phrase, "My fellow citizens." In doing so, he addressed all of us, not just the powerful or the wealthy. In his address, the new president used the word "I" sparingly. In contrast, he used the word "we" many times. His speech was not just a promise to do his best to address the problems of the nation he now leads, but also a plea to each American to take up the cause and do what we can to help. In his words, "For as much as government can do and must do, it is ultimately the faith and determination of the American people upon which this nation relies."No leader can do everything alone. Nor can he or she do it all with just a select few. All must do their part. A new leader should reach out to every member to help make the organization better.
2. President Obama was frank about the problems confronting him. President Obama did not shy away from listing all the many issues that plague the United States at this moment in history, from our economic challenges to our damaged reputation in the world. The first step toward fixing a problem is acknowledging that it exists. Don't be afraid to solicit their input for solutions. Just because you're in charge doesn't mean you automatically have all the right answers.
3. President Obama didn’t create unrealistic expectations. President Obama didn't promise to fix every problem in the next four years. Rather, he told us that the challenges we face "will not be met easily or in a short span of time." He told us his intentions and gave us his vision for the country, but he never said it would happen overnight. He said we must "[give] our all to a difficult task."Likewise, don't tell your members that everything will be perfect just because you're in charge now. Promise too much, too soon, and you'll only disappoint them. It's far better to identify your intentions. That way, even if you ultimately fail, at least they knew what you stood for and what you were trying to accomplish.
As Ghandi said: “All compromise is based on give and take, but there can be no give and take on fundamentals. Any compromise on mere fundamentals is a surrender. For it is all give and no take.
2. President Obama was frank about the problems confronting him. President Obama did not shy away from listing all the many issues that plague the United States at this moment in history, from our economic challenges to our damaged reputation in the world. The first step toward fixing a problem is acknowledging that it exists. Don't be afraid to solicit their input for solutions. Just because you're in charge doesn't mean you automatically have all the right answers.
3. President Obama didn’t create unrealistic expectations. President Obama didn't promise to fix every problem in the next four years. Rather, he told us that the challenges we face "will not be met easily or in a short span of time." He told us his intentions and gave us his vision for the country, but he never said it would happen overnight. He said we must "[give] our all to a difficult task."Likewise, don't tell your members that everything will be perfect just because you're in charge now. Promise too much, too soon, and you'll only disappoint them. It's far better to identify your intentions. That way, even if you ultimately fail, at least they knew what you stood for and what you were trying to accomplish.
As Ghandi said: “All compromise is based on give and take, but there can be no give and take on fundamentals. Any compromise on mere fundamentals is a surrender. For it is all give and no take.
Week 3-Obama's Inauguration address
How does one critique a speech that was heard all over the world. A speech that people from all over the country and world came to hear the words of the new president. For me it was hard to critique in a negative way because I believe the the message that he was giving to the American people. Looking at it in a leader sense, I think he showed the people a strong leader that is going to make a change. He started talking about the history of this day and how other leaders faced this day.
Going back to the conversation in class we had that Obama's speech related to the definition of leadership. He shared commons goals with a group of followers which we discussed can also be known as supporters. He discussed that this is not going to happened over night which showed that this is a process.
The speech showed the trait of Power/Influence but he also showed the trait of cultural/symbolic. He discussed the difference kind of people that are apart of our nation. "We are a nation of Christians and Muslims, Jews and Hindus, and nonbelievers. We are shaped by every language and culture, drawn from every end of this Earth"(nytimes.com).
As a supporter I believe that the speech was given by a strong leader that people would want to work with. He discussed many issues that the people wanted to be changed. As you listen to the speech you can that he shows a good example of the skills based model. Technology is where you show that you have the knowledge which is shown when he discusses the trouble of the economy. The Human skills was seen when he looked to the people and thank them for coming and supporting him in his journey. Conceptual was seen when he discussed the visions and ideas off the change that he is going to make. An example of this is when he said "To the people of poor nations, we pledge to work alongside you to make your farms flourish and let clean waters flow; to nourish starved bodies and feed hungry minds"(nytimes.com).
Going back to the conversation in class we had that Obama's speech related to the definition of leadership. He shared commons goals with a group of followers which we discussed can also be known as supporters. He discussed that this is not going to happened over night which showed that this is a process.
The speech showed the trait of Power/Influence but he also showed the trait of cultural/symbolic. He discussed the difference kind of people that are apart of our nation. "We are a nation of Christians and Muslims, Jews and Hindus, and nonbelievers. We are shaped by every language and culture, drawn from every end of this Earth"(nytimes.com).
As a supporter I believe that the speech was given by a strong leader that people would want to work with. He discussed many issues that the people wanted to be changed. As you listen to the speech you can that he shows a good example of the skills based model. Technology is where you show that you have the knowledge which is shown when he discusses the trouble of the economy. The Human skills was seen when he looked to the people and thank them for coming and supporting him in his journey. Conceptual was seen when he discussed the visions and ideas off the change that he is going to make. An example of this is when he said "To the people of poor nations, we pledge to work alongside you to make your farms flourish and let clean waters flow; to nourish starved bodies and feed hungry minds"(nytimes.com).
Week 3 - Inaugural Address
I chose not to read the address as the speech was not written by Obama. The speech was in fact written by Jon Favreau, a 27 year-old who studied past inaugural speeches to come up with the words that Obama spoke. Instead, I chose to watch the address as I had recorded it and had put off watching it until last night.
I must mention that the highlight for me of the ceremonies was the composition by John Williams that was played by Itzack Pearlman, Yo-Yo Ma, Gabriella Motero and Anthony McGill. The piece was particularly moving and to see those renowned musicians play it for that crowd was spectacular.
So, on to the main event: the Inaugural Address by Jon, I mean Barack Obama. The fact that the speech was not written by Obama makes it no less his speech. Presidents are often known to use speech writers to deliver their message. Nobody should be expected to have the right words for every occasion, and for such an important occasion, it is important to have the right words. The commentators mentioned however that the speech was relatively short as inaugural speeches go, and didn't have any words that felt they would be words to "etch into granite" however time is to tell what stands out from a speech as most important.
To move away from the words, Obama's delivery is what is extremely important. Obama came in front of the crowd in a red tie with a stern and direct tone in his voice. He obviously intended to show that he was taking control of the situation and was willing to emphasize his authority and confidence that he can handle the tasks that await him. The sternness however slowly dies out throughout the speech to a tone more passive and relaxed which also boosted the appearance of his confidence in his job.
Obama is an excellent speaker and can deliver a speech extremely well which is one of the reasons many people came to stand behind him. His presence on a stage is undeniable. How does this relate to what we were talking about in class? Well, last week we were talking about the idea of the "great man," the theory that people are born leaders and that it isn't a learned skill. If we were to apply this concept to Obama, then we have to break down many preconceived notions about the born leader in this country. Everyone stresses the "history" of the moment; the fact that we now have our first African-American president. 43 other presidents have come before Obama, and all of them white males. So a new precedent is definitely being set for this country with his election to office.
But are his leadership qualities bestowed on him from birth? Many seem to think he is some sort of Messiah come to save us all, in which case he would have these traits from birth. More likely is the fact that he has learned most of these skills throughout his life. His degrees from Columbia and Harvard, his professorship, his work as an attorney, and his brief time in office for Illinois. Much of his experience is with speaking in front of people and becoming comfortable with expressing his views or a viewpoint. The experience with speaking would undoubtedly come from a culmination of past experiences and not necessarily a born talent.
Leadership is also difficult to judge when there is no history. Because this is the inaugural address by Obama, we have yet to see how strong he is as a leader. I do agree with Nancy's comments about this past week and the failed appointments. His standing up and taking responsiblity for his actions in appointing these people falls directly in line with much of what was said in the speech. The speech thus becomes an important part to his presidency. Campaign promises are not always met, but this speech is like his syllabus or a contract for what he plans to do in office. It was vague, yet spoke to the many points that he wishes to make progress in our country. It set forth the goals of his leadership and the directions he plans to take us toward those goals.
Obama stands in front of a crowd and knows how to take control. With all the hype, it becomes difficult to accurately gage the true strength of his leadership abilities. To make decisions based on this speech would also be a mistake as it is mearly a performance and not necessarily an action. Obama will be held to his actions, and if they prove the words of the speech to be true, then the speech will speak of his leadership abilities.
I must mention that the highlight for me of the ceremonies was the composition by John Williams that was played by Itzack Pearlman, Yo-Yo Ma, Gabriella Motero and Anthony McGill. The piece was particularly moving and to see those renowned musicians play it for that crowd was spectacular.
So, on to the main event: the Inaugural Address by Jon, I mean Barack Obama. The fact that the speech was not written by Obama makes it no less his speech. Presidents are often known to use speech writers to deliver their message. Nobody should be expected to have the right words for every occasion, and for such an important occasion, it is important to have the right words. The commentators mentioned however that the speech was relatively short as inaugural speeches go, and didn't have any words that felt they would be words to "etch into granite" however time is to tell what stands out from a speech as most important.
To move away from the words, Obama's delivery is what is extremely important. Obama came in front of the crowd in a red tie with a stern and direct tone in his voice. He obviously intended to show that he was taking control of the situation and was willing to emphasize his authority and confidence that he can handle the tasks that await him. The sternness however slowly dies out throughout the speech to a tone more passive and relaxed which also boosted the appearance of his confidence in his job.
Obama is an excellent speaker and can deliver a speech extremely well which is one of the reasons many people came to stand behind him. His presence on a stage is undeniable. How does this relate to what we were talking about in class? Well, last week we were talking about the idea of the "great man," the theory that people are born leaders and that it isn't a learned skill. If we were to apply this concept to Obama, then we have to break down many preconceived notions about the born leader in this country. Everyone stresses the "history" of the moment; the fact that we now have our first African-American president. 43 other presidents have come before Obama, and all of them white males. So a new precedent is definitely being set for this country with his election to office.
But are his leadership qualities bestowed on him from birth? Many seem to think he is some sort of Messiah come to save us all, in which case he would have these traits from birth. More likely is the fact that he has learned most of these skills throughout his life. His degrees from Columbia and Harvard, his professorship, his work as an attorney, and his brief time in office for Illinois. Much of his experience is with speaking in front of people and becoming comfortable with expressing his views or a viewpoint. The experience with speaking would undoubtedly come from a culmination of past experiences and not necessarily a born talent.
Leadership is also difficult to judge when there is no history. Because this is the inaugural address by Obama, we have yet to see how strong he is as a leader. I do agree with Nancy's comments about this past week and the failed appointments. His standing up and taking responsiblity for his actions in appointing these people falls directly in line with much of what was said in the speech. The speech thus becomes an important part to his presidency. Campaign promises are not always met, but this speech is like his syllabus or a contract for what he plans to do in office. It was vague, yet spoke to the many points that he wishes to make progress in our country. It set forth the goals of his leadership and the directions he plans to take us toward those goals.
Obama stands in front of a crowd and knows how to take control. With all the hype, it becomes difficult to accurately gage the true strength of his leadership abilities. To make decisions based on this speech would also be a mistake as it is mearly a performance and not necessarily an action. Obama will be held to his actions, and if they prove the words of the speech to be true, then the speech will speak of his leadership abilities.
Week 3: Obama’s Inaugural Speech
When reading Obama’s inaugural speech I noticed many things he said that I feel leaders would say to their followers, which is what he is, but I still found it interesting. In his speech he right away shares his feelings about being humbled and grateful of the trust that us, his followers have bestowed in him. Automatically as a leader his is saying thank you to his followers for believing in him and for having trust and faith in him, he is showing appreciation to his followers. This is important for leaders to do, because followers and leaders both know if it weren’t for the followers choosing the leader to lead them, then the leader would not be there, it would be someone else.
Obama also acknowledges the hard times that we are facing as Americans. He does not try to make everyone believe that everything is okay and will remain okay. By acknowledging the problems he is telling America he knows the problems and accepts the problems that we are facing and will work towards fixing these problems. After acknowledging the hard times, he gives a call of action to us, his followers. He does this two times within his speech, once in the beginning and then near the end of his speech. By doing this he is giving responsibility to change things to the followers as well as himself. He is making the followers work towards the solution, making them be invested in the goals and solutions he has. As well as calling the followers into action, Obama also gives examples of what he will get done that will move us closer to the solution.
Along with acknowledging the hard times Obama also acknowledges what cynics might see or say and tells us that they are wrong and why they are. By acknowledges the cynics he is showing us that he has knowledge of the system and what is going on, but also giving faith to the followers that they are wrong and we will prevail.
There are two things that I really loved in his speech: “ For we know that our patchwork heritage is a strength, not a weakness. We are a nation of Christians and Muslims, Jews and Hindus, and non believers. We are shaped by every language and culture, drawn from every end of this Earth. “ - He includes everyone in America and states how we all have shaped our country, everyone is involved and there is no segregation of his followers. I also liked, “ Let it be said by our children’s children that when we were tested, we refused to let this journey end, that we did not turn back, nor did we falter; and with eyes fixed on the horizon and God’s grace upon us, we carried forth that great gift of freedom and delivered it safely to future generations. “ After that now who wouldn’t want to work towards our solution and be a part of what Obama is going to do. It was a perfect ending to his speech.
To connect it to our readings in class , I looked at Chapter 3, the Skills Approach Chapter. I looked at the 3 Components of the Skills Model and focused on the Competencies that a leader needs, which are Problem Solving, Social Judgment Skills, and Knowledge. I looked in the speech to see if Obama acknowledged these competencies.
Problem Solving – demand that leaders understand their own leadership capacities as they apply possible solutions to unique problems.
* I feel Obama does this when he states what we will get done. “Creating new jobs, lay a new foundation for growth. We will build the roads and bridges, the electric grid and digital lines that feed our commerce and bind us together."
Social Judgment Skills – capacity to understand people and social systems.
* Obama does this when he talks about our patchwork heritage and acknowledging our hard times. He is stating he knows what the followers are feeling and dealing with.
Knowledge – accumulation of information and mental structures used to organize that information.
* I feel he does this by acknowledging our history and coming up with what we will accomplish. But I also feel that we elected him because he has already shown us his knowledge, and this is why we in trust him to be our leader.
The book states that these three components are positively related to effective leadership performance, which is a good thing for us, the followers!
Obama also acknowledges the hard times that we are facing as Americans. He does not try to make everyone believe that everything is okay and will remain okay. By acknowledging the problems he is telling America he knows the problems and accepts the problems that we are facing and will work towards fixing these problems. After acknowledging the hard times, he gives a call of action to us, his followers. He does this two times within his speech, once in the beginning and then near the end of his speech. By doing this he is giving responsibility to change things to the followers as well as himself. He is making the followers work towards the solution, making them be invested in the goals and solutions he has. As well as calling the followers into action, Obama also gives examples of what he will get done that will move us closer to the solution.
Along with acknowledging the hard times Obama also acknowledges what cynics might see or say and tells us that they are wrong and why they are. By acknowledges the cynics he is showing us that he has knowledge of the system and what is going on, but also giving faith to the followers that they are wrong and we will prevail.
There are two things that I really loved in his speech: “ For we know that our patchwork heritage is a strength, not a weakness. We are a nation of Christians and Muslims, Jews and Hindus, and non believers. We are shaped by every language and culture, drawn from every end of this Earth. “ - He includes everyone in America and states how we all have shaped our country, everyone is involved and there is no segregation of his followers. I also liked, “ Let it be said by our children’s children that when we were tested, we refused to let this journey end, that we did not turn back, nor did we falter; and with eyes fixed on the horizon and God’s grace upon us, we carried forth that great gift of freedom and delivered it safely to future generations. “ After that now who wouldn’t want to work towards our solution and be a part of what Obama is going to do. It was a perfect ending to his speech.
To connect it to our readings in class , I looked at Chapter 3, the Skills Approach Chapter. I looked at the 3 Components of the Skills Model and focused on the Competencies that a leader needs, which are Problem Solving, Social Judgment Skills, and Knowledge. I looked in the speech to see if Obama acknowledged these competencies.
Problem Solving – demand that leaders understand their own leadership capacities as they apply possible solutions to unique problems.
* I feel Obama does this when he states what we will get done. “Creating new jobs, lay a new foundation for growth. We will build the roads and bridges, the electric grid and digital lines that feed our commerce and bind us together."
Social Judgment Skills – capacity to understand people and social systems.
* Obama does this when he talks about our patchwork heritage and acknowledging our hard times. He is stating he knows what the followers are feeling and dealing with.
Knowledge – accumulation of information and mental structures used to organize that information.
* I feel he does this by acknowledging our history and coming up with what we will accomplish. But I also feel that we elected him because he has already shown us his knowledge, and this is why we in trust him to be our leader.
The book states that these three components are positively related to effective leadership performance, which is a good thing for us, the followers!
The Inaugural Speech & Situational Leadership
Regardless of one’s political views, President Obama is leading a country that is very different than it was ten years ago (of course, the world is very different). The US has lost its naïveté for being “untouchable” from terrorist influence, is engaged in unpopular conflicts and formed uneasy alliances and is now suffering with the rest of the world – a global financial crisis. In his inaugural speech, President Obama acknowledges the current situation and calls to Americans to take responsibility for promoting “American ideals,” tolerance of people and religions, and to put our political differences behind us to work together to solve America’s problems. The speech lists the priorities of his presidency: economic recovery, improved medical care, wise use of our resources (energy), education, and a strong international presence that includes diplomatic and military strength.
As inaugural speeches are eagerly anticipated, the historical significance of President Obama’s speech is no exception. Peter J. Woolley, a political scientist from Farleigh Dickenson University, aptly stated that inaugural speeches (including Obama’s) “says old things in a new way and sometimes forgotten things in a new way.” (www.blog.nj.com/njv_guest_blog). As a leader, it is important to deliver a clear vision and a plan to achieve the vision. Historically, inaugural speeches have been similar – using many recurring themes of patriotism, unity, and democracy. President Obama’s speech mentions past themes, which he delivers in a clear and uplifting manner. From a leadership perspective, the situational leadership approach can be found.
Situational leadership theory argues that various situations demand different leadership; a leader must adapt his/her style to the demands of various situations (Northouse, p. 91). Situational leadership is made up of two characteristics: directive and supportive. Leaders must evaluate their subordinates to adapt or to alter the degree to which they direct or support their subordinates. Members of Obama’s cabinet, the U.S. military, and house and senate representatives - are all immediate “subordinates.” Undoubtedly, the “subordinates” are divided in their political beliefs (management and agenda), approach to the economy, global conflicts, and domestic issues that range from healthcare to education. Division, confusion, anger, anxiety, and frustration are behaviors exhibited by many subordinates. As a situational leader, President Obama will need to determine, as he goes through his presidency, when to take a directing, supporting, coaching or a delegating approach.
A directing tone is found throughout the speech, outlining goals and priorities. The words are further supported by President Obama’s recent cabinet appointments – appointing individuals with specific duties that pertain to the issues listed in his speech. Unfortunately, a few errors in judgment or performance expectations fell short when some nominees did not meet standards. Showing leadership, President Obama took responsibility and admitted to his mistakes. He has also been very strong and specific in some of conversations and meetings with members of his own political party as well as the party “across the aisle.” Utilizing a directing style, Obama will need to closely supervise the subordinates.
Coaching is evident in the inaugural speech. President Obama acknowledges the pain and challenges Americans face; however, his speech confidently states that the challenges will be met. The President harkens back to American roots of humility, restraint, hard work, and the defense of the weak and the innocent. He eloquently states that we have “duties to ourselves, our nation, and the world, duties that we do not grudgingly accept but rather seize gladly…” As a coach, he must find words to motivate. He must put himself into the “shoes” of his subordinates to understand their feelings and fears. He will need to offer suggestions and encouragement, but in the end, the President must make the final decision on how to achieve the goals he has stated.
The supportive approach is similar to coaching; however, with this approach, the President will need to provide support, listen and allow his subordinates to take control of some basic decisions. The secretaries of various departments will be in this position – they will need to work with the President to achieve his goals, but will be left to run the day to day operations of their organizations. Obama’s speech acknowledges that work needs to be done to re-build the country’s infrastructure, improve health care and education and “harness the sun and the winds and the soil to fuel our cars and run our factories…” Programs that work will move forward and programs that do not work will end. He specifically states that “those of us who manage the public’s dollars will be held to account…”
Tying back to the directing style, President Obama must delegate the huge number of tasks that must be set upon to accomplish his vision of “remaking America.” The areas of health, energy, education, finance. The tasks at hand are immense. Delegating to his “change agents” will be extremely important. The President must deliver clear and concise objectives, offer support and coach when necessary.
Situational leadership appears to suit President Obama’s personality and style – he is a good communicator, inspires, is practical-minded, and able to empathize with people. Most importantly, this particular style of leadership is “prescriptive” or is directing. Right now, America needs direction and the inaugural speech provided an outline or prescription for getting things back on track.
As inaugural speeches are eagerly anticipated, the historical significance of President Obama’s speech is no exception. Peter J. Woolley, a political scientist from Farleigh Dickenson University, aptly stated that inaugural speeches (including Obama’s) “says old things in a new way and sometimes forgotten things in a new way.” (www.blog.nj.com/njv_guest_blog). As a leader, it is important to deliver a clear vision and a plan to achieve the vision. Historically, inaugural speeches have been similar – using many recurring themes of patriotism, unity, and democracy. President Obama’s speech mentions past themes, which he delivers in a clear and uplifting manner. From a leadership perspective, the situational leadership approach can be found.
Situational leadership theory argues that various situations demand different leadership; a leader must adapt his/her style to the demands of various situations (Northouse, p. 91). Situational leadership is made up of two characteristics: directive and supportive. Leaders must evaluate their subordinates to adapt or to alter the degree to which they direct or support their subordinates. Members of Obama’s cabinet, the U.S. military, and house and senate representatives - are all immediate “subordinates.” Undoubtedly, the “subordinates” are divided in their political beliefs (management and agenda), approach to the economy, global conflicts, and domestic issues that range from healthcare to education. Division, confusion, anger, anxiety, and frustration are behaviors exhibited by many subordinates. As a situational leader, President Obama will need to determine, as he goes through his presidency, when to take a directing, supporting, coaching or a delegating approach.
A directing tone is found throughout the speech, outlining goals and priorities. The words are further supported by President Obama’s recent cabinet appointments – appointing individuals with specific duties that pertain to the issues listed in his speech. Unfortunately, a few errors in judgment or performance expectations fell short when some nominees did not meet standards. Showing leadership, President Obama took responsibility and admitted to his mistakes. He has also been very strong and specific in some of conversations and meetings with members of his own political party as well as the party “across the aisle.” Utilizing a directing style, Obama will need to closely supervise the subordinates.
Coaching is evident in the inaugural speech. President Obama acknowledges the pain and challenges Americans face; however, his speech confidently states that the challenges will be met. The President harkens back to American roots of humility, restraint, hard work, and the defense of the weak and the innocent. He eloquently states that we have “duties to ourselves, our nation, and the world, duties that we do not grudgingly accept but rather seize gladly…” As a coach, he must find words to motivate. He must put himself into the “shoes” of his subordinates to understand their feelings and fears. He will need to offer suggestions and encouragement, but in the end, the President must make the final decision on how to achieve the goals he has stated.
The supportive approach is similar to coaching; however, with this approach, the President will need to provide support, listen and allow his subordinates to take control of some basic decisions. The secretaries of various departments will be in this position – they will need to work with the President to achieve his goals, but will be left to run the day to day operations of their organizations. Obama’s speech acknowledges that work needs to be done to re-build the country’s infrastructure, improve health care and education and “harness the sun and the winds and the soil to fuel our cars and run our factories…” Programs that work will move forward and programs that do not work will end. He specifically states that “those of us who manage the public’s dollars will be held to account…”
Tying back to the directing style, President Obama must delegate the huge number of tasks that must be set upon to accomplish his vision of “remaking America.” The areas of health, energy, education, finance. The tasks at hand are immense. Delegating to his “change agents” will be extremely important. The President must deliver clear and concise objectives, offer support and coach when necessary.
Situational leadership appears to suit President Obama’s personality and style – he is a good communicator, inspires, is practical-minded, and able to empathize with people. Most importantly, this particular style of leadership is “prescriptive” or is directing. Right now, America needs direction and the inaugural speech provided an outline or prescription for getting things back on track.
Wednesday, February 4, 2009
Blogs
Still shopping for a good blog to track throughout the course - found one that seems promising - I was attracted to it because it featured Michele Obama's speach at the Dept of Education, as well as Commencement addresses by various leaders - on leadership. http://www.educatednation.com/
Found one blog called the Tempered Radical (which will tie in to my group's topic) - but it appears to be more geared towards K-12. Some of the issues/concerns are similar to higher ed but not all.
Another that seems promising is in Higher Ed called, "University Diaries." This caught my eye because the "aim" of the writer is to "change things." This may be a tempered radical!
We shall see....
Found one blog called the Tempered Radical (which will tie in to my group's topic) - but it appears to be more geared towards K-12. Some of the issues/concerns are similar to higher ed but not all.
Another that seems promising is in Higher Ed called, "University Diaries." This caught my eye because the "aim" of the writer is to "change things." This may be a tempered radical!
We shall see....
Tuesday, February 3, 2009
LPI Assessment
I have received a few emails regarding the online LPI assessment. Has anyone completed the assessment? Are there still issues with access? Please post a comment so that I can see if we can resolve the issues.
Monday, February 2, 2009
5 Leadership Resources - Kevin Christian
The five resources that I have chosen directly relate to community college leadership and development:
1). The Institute for Community College Development - The Institute for Community College Development provides leadership programming and research support for community college CEOs, administrators, faculty and trustees nation-wide. Founded as a partnership between the State University of New York and Cornell University to address the critical issue of leadership succession, ICCD offers a comprehensive program assessing leadership ability at the personal and organizational level, and targeted educational opportunities that develop those skills.
www.iccd.cornell.edu
2). MDRC - MDRC has embarked on a research agenda aimed at discovering how to dramatically increase the success of low-income young adults in school, the labor market, and life. Reflecting the importance of community colleges for low-income individuals, MDRC’s work to date focuses on initiatives that are designed to increase persistence and academic achievement among students at these institutions.
http://www.mdrc.org/subarea_index_31.html
3). The League for Innvotation in the Community College - The League is an international organization dedicated to catalyzing the community college movement. We host conferences and institutes, develop Web resources, conduct research, produce publications, provide services, and lead projects and initiatives with our member colleges, corporate partners, and other agencies in our continuing efforts to make a positive difference for students and communities.
http://www.league.org/league/about/about_main.htm
4). The Community College Resource Center - The Community College Research Center (CCRC) is the leading independent authority on the nation’s more than 1,200 two-year colleges. Since its inception, CCRC’s consortium of researchers has strategically assessed the problems and performances of community colleges. Their mission is to conduct research on the major issues affecting community colleges in the United States and to contribute to the development of practice and policy that expands access to higher education and promotes success for all students. CCRC’s extensive body of research provides a strong foundation on which to build new policies and initiatives to improve the outcomes of these institutions so integral to the higher education system, employment landscape, and national economy.
http://ccrc.tc.columbia.edu/History.asp
5). The Future Leaders Institute - Future Leaders Institute, or FLI, is an innovative five-day leadership seminar designed for mid-level community college administrators who are ready to move into a higher level of leadership. These individuals are currently in a position that is responsible for multiple employees, including faculty, administrators and/or staff and probably have titles such as Vice President, Dean, Associate Dean or Director.
http://www.aacc.nche.edu/newsevents/Events/fli/Pages/default.aspx
1). The Institute for Community College Development - The Institute for Community College Development provides leadership programming and research support for community college CEOs, administrators, faculty and trustees nation-wide. Founded as a partnership between the State University of New York and Cornell University to address the critical issue of leadership succession, ICCD offers a comprehensive program assessing leadership ability at the personal and organizational level, and targeted educational opportunities that develop those skills.
www.iccd.cornell.edu
2). MDRC - MDRC has embarked on a research agenda aimed at discovering how to dramatically increase the success of low-income young adults in school, the labor market, and life. Reflecting the importance of community colleges for low-income individuals, MDRC’s work to date focuses on initiatives that are designed to increase persistence and academic achievement among students at these institutions.
http://www.mdrc.org/subarea_index_31.html
3). The League for Innvotation in the Community College - The League is an international organization dedicated to catalyzing the community college movement. We host conferences and institutes, develop Web resources, conduct research, produce publications, provide services, and lead projects and initiatives with our member colleges, corporate partners, and other agencies in our continuing efforts to make a positive difference for students and communities.
http://www.league.org/league/about/about_main.htm
4). The Community College Resource Center - The Community College Research Center (CCRC) is the leading independent authority on the nation’s more than 1,200 two-year colleges. Since its inception, CCRC’s consortium of researchers has strategically assessed the problems and performances of community colleges. Their mission is to conduct research on the major issues affecting community colleges in the United States and to contribute to the development of practice and policy that expands access to higher education and promotes success for all students. CCRC’s extensive body of research provides a strong foundation on which to build new policies and initiatives to improve the outcomes of these institutions so integral to the higher education system, employment landscape, and national economy.
http://ccrc.tc.columbia.edu/History.asp
5). The Future Leaders Institute - Future Leaders Institute, or FLI, is an innovative five-day leadership seminar designed for mid-level community college administrators who are ready to move into a higher level of leadership. These individuals are currently in a position that is responsible for multiple employees, including faculty, administrators and/or staff and probably have titles such as Vice President, Dean, Associate Dean or Director.
http://www.aacc.nche.edu/newsevents/Events/fli/Pages/default.aspx
Sunday, February 1, 2009
Leadership Blog Post - Kevin Christian
http://aamli.org - The African American Male Leadership Institute
The African American Male Leadership Institute sets out to recapture, restore and reaffirm the essence and courage of Black male leadership. It is our resolve to uplift, motivate and inspire Black men and male youth to commit themselves to the highest levels of family and community life.
The African American Male Leadership Institute sets out to recapture, restore and reaffirm the essence and courage of Black male leadership. It is our resolve to uplift, motivate and inspire Black men and male youth to commit themselves to the highest levels of family and community life.
Week 2: 5 resources
I already talked about my first resource in my first blog but I will post it again.
1)http://managementhelp.org/ldrship/ldrship.htm#anchor283260l. It is a free management library that has many resources on leadership. Some of the topics are leadership vs. management, emerging trends, how do leaders lead, ect.
2) http://www.stcloudstate.edu/csold/leadership/series.asp - This is from St. Cloud State University in MN. I don' t know if many of you will find it resourceful, but if you are interested in Student Affairs you might. It's their calendar of leadership workshops that they offer on campus. I think that it is a good idea and might be something I would like to implement in the future.
3)http://www.leadershipnow.com/index.html - LeadershipNow is a website that has blogs,articles, sells books, quotes and wallpapers on leadership. Its about building a community of leaders.
4) http://www.faculty.armstrong.edu/leadread.htm - this is from the Armstrong Atlantic University. It has different articles, books, websites on leadership.
5) http://www.academicleadership.org/ideas_worth_merit/index.shtml - Academic Leadership The Online Journal. In the section Ideas worth merit they have articles on facilitating undergraduate success, what our students need ect. I like this site because it is academia based.
1)http://managementhelp.org/ldrship/ldrship.htm#anchor283260l. It is a free management library that has many resources on leadership. Some of the topics are leadership vs. management, emerging trends, how do leaders lead, ect.
2) http://www.stcloudstate.edu/csold/leadership/series.asp - This is from St. Cloud State University in MN. I don' t know if many of you will find it resourceful, but if you are interested in Student Affairs you might. It's their calendar of leadership workshops that they offer on campus. I think that it is a good idea and might be something I would like to implement in the future.
3)http://www.leadershipnow.com/index.html - LeadershipNow is a website that has blogs,articles, sells books, quotes and wallpapers on leadership. Its about building a community of leaders.
4) http://www.faculty.armstrong.edu/leadread.htm - this is from the Armstrong Atlantic University. It has different articles, books, websites on leadership.
5) http://www.academicleadership.org/ideas_worth_merit/index.shtml - Academic Leadership The Online Journal. In the section Ideas worth merit they have articles on facilitating undergraduate success, what our students need ect. I like this site because it is academia based.
Week 1: Blog thingy
The thing I posted last week to look at wasn't really a blog but a resource...so i shall reuse it for week two and now give you a blog to follow. Or should I say one that I will follow, but suggest for you because you also may find it interesting. I found two on the inside higher eduaction website that Dr. Lester showed us in class. The first one is: http://www.insidehighered.com/views/blogs/getting_to_green and is about an administrator who is trying to get his university to go green on a shoestring buget. It should be interesting to see what he does because this could be something we might all might try to do someday.
The second blog is: http://www.insidehighered.com/views/blogs/confessions_of_a_community_college_dean, Confessions of a Community College Dean. I picked this one because I don't know much about community colleges and want to learn more. It will also be interesting due to the cuts that all colleges are facing and see how they will be handled.
The second blog is: http://www.insidehighered.com/views/blogs/confessions_of_a_community_college_dean, Confessions of a Community College Dean. I picked this one because I don't know much about community colleges and want to learn more. It will also be interesting due to the cuts that all colleges are facing and see how they will be handled.
Leadership in Service Learning
Here's a site that lists resources in leadership and service learning in kindergarten through college.
http://www.nylc.org/
http://www.nylc.org/
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