Developing Educational Leadership Capacity

Developing Educational Leadership CapacityPaula N. O’Neill, MEd, EdDSeptember 8, 2005ESFP WorkshopPaula.N.ONeill@uth.tmc.eduDiscussion focusObjectives:At the conclusion of this workshop, participants should be able to:Discuss considerations in making educational leadership a component of personal academic career plansDiscuss skills, knowledge and attitudes needed for leadershipDiscuss issues of ethics, credibility, communication, and cultural competency needed for educational leadersBecome familiar with leadership opportunities within their respective institutionsBegin a personal development plan to enhance academic leadership capacityEducational leadership?Personal objectives regarding leadership?Do you WANTto be a leader?If yes, why, if no, why not?Experience with educational leadership?Part of your career plan?Concept of Educational Leadership?Small group work —10 minutesHow do you describe educational leadership?What types of positions are available to those who aspire to leadership positions?What training or experience might be necessary for such positions?When should you aspire to such positions?Leaders do you admire Who are the leaders you admire?WhyKnowledge, skills and attitudes necessaryList knowledge, skills and attitudes necessary for leaders in academic dentistry or medicine.Core Competencies for New Leaders(Gilkey)Redistribution of powerNew rules for playing the gameWhat was certainnow is notEssential leadership demands ability tobring coherence and structureWhat’s needed GilkeyVisionAlignment of practicePartnering with others Managing changeWhat’s neededGilkey, O’NeillCommunication skillsUnderstanding of financeEffectiveness in promoting public health initiativesInfluencing policyWhat’s neededcont.Building public awareness of issues, trendsCultural competenceSelf-confidenceBuilding capacity and credibility as a leader Maxwell & BogueInfluencePrincess Diana and Mother TeresaEarnedDifference between leadership and management is??KnowledgeDoes it equate to leadership?ProcessLeadership develops daily, Not in a DayLearnersFour Phases of Leadership GrowthMaxwellINEFFECTIVEEFFECTIVEUNAWAREI don’t know whatI don’t knowI simply go because of what I knowAWAREI know what I don’t knowI grow and know—It starts to showBuildingcont.NavigationSteer or chart courseE. F. Huttonreal leaders/listen“Being in power is like being a lady.If you have to tell people you are, “YOU AREN’T.Margaret ThatcherBuildingcont.Solid groundFoundation & trustRespectFollow those strongerIntuitionEvaluate everythingMagnetismWho you areIs who you attractIndividual activityList qualitiesof those whom you think would help you become an academic leaderBuildingcont.ConnectionHeart before handCommunicationYou cannot move people to action unless you first move themwith emotion.Potential determined byThose closet to you!There are no “Lone Ranger Leaders.”If you are alone, you are NOT leading anybody.Building cont.EmpowermentSecure leaders give power to othersReproductionIt takes a leader to raise up a leaderMaxwell’s study on “How people became leaders”Natural gifting10 %Result of crisis5 %Influence of85 %Another leaderBuildingcont.Buy-inThen visionVictoryTeam-winMomentumCreate forward progressPrioritiesActivity is not accomplishmentMaxwell’s PrioritiesLeadership19 %Communicating38 %Creating31 %Networking12 %Buildingcont.SacrificeGive up to go upCost of leadershipResponsibilities Rights Timing importantWhen, what and whereValue measured by legacy of successionBreakSWOT Analysis Conduct prior to developing Leadership Plan(Individual work for 5-7 minutes)StrengthsWeaknessesOpportunitiesThreatsRESOURCEhttp://www.quintcareers.com/SWOT_Analysis.htmlAcquiring competenceKouzes and PosnerLearnedGenuineAuthenticDesireSelf-confidenceValueLeadership ProgramsAmerican Dental Education Association Leadership Institutehttp://www.adea.org/leadership/LIMain.htmlAssociation of American Medical CollegesNational Leadership Development Programshttp://www.aamc.org/members/facultydev/facultyvitae/leadershipprograms.pdfMid-Career Women Faculty Professional Development Seminarhttp://www.aamc.org/meetings/specmtgs/midwim06/start.htmMinority Faculty Career Developmenthttp://www.aamc.org/meetings/specmtgs/minfac06/start.htmLeadership ProgramsHedwig van Ameringen Executive Leadership in Academic Medicine (ELAM) Program for Women. MCP Hahnemann Drexel University College of Medicinehttp://www.drexelmed.edu/elam/home.htmlThe University of Texas Health Science Center Academic and Administrative Leadership Development Programhttp://www.uth.tmc.edu/academic/aldp/index.htmLeadership opportunities within your institutionsHow do you learn about leadership opportunities? If you don’t have a channel, how can you find one?Levels of Academic LeadershipCourse DirectorSection ChiefDepartment Vice ChairDepartment ChairAssistant/Associate DeanDeanAssistant/Associate/Vice PresidentPresidentChancellorProvostIncorporating leadership in your Career Development PlanWrite down responses to the four questions. 1.Level of leadership to which you aspire?2.What development steps would be necessary to achieve that level of leadership?3.Who needs to support your plan?4.What resources are necessary for your plan to succeed?Planning and Visioning (Gilkey)Focus on the futureTrue visionaries let go of the pastEmbraces the reality of changePushes to create a different worldLay your Plan’s foundation on Core ValuesOf the institutionOf professional valuesOf personal valuesDeveloping a realistic Leadership Development PlanDevelop a picture of the future that you want to create.What would your Plan beif you had to describe it to someone without any knowledge?Consider your future opportunities realistically.Determine resources needed.Who will be involved?Prioritize aspects of Plan.Don’t keep it a secretRememberYour Plan must be:Implemented and aligned with the organization CommunicatedSummary and QuestionsDeveloping leadership potential requires PLANNINGRequires the assistance of othersDemands motivation Must be principledSolid foundationMay need to develop additional knowledge, skills and attitudesExpectations managed and evaluatedCan’t be a secretResourcesBogue EG. Leadership by Design: Strengthening integrity in higher education.1994. San Francisco: Jossey-Bass, Inc. Giber D, Carter L, Goldsmith M. 2001. Best Practices in Leadership Development Handbook.San Francisco: Jossey-Bass, Inc.Kouzes JM, Posner BZ. Credibility: How leaders gain and lost it, why people demand it.1993. San Francisco: Jossey-Bass, Inc. Lobas JG. Leadership in academic medicine: capabilities and conditions for organizational success. Am J Med. 2006 Jul;119(7):617-21. Maxwell JC. The 21 Irrefutable Laws of Leadership. 1998. San Francisco: Jossey Bass., Inc.ResourcesMcCauley CD. Moxley RS, Van Velsor E. Handbook of Leadership Development. 1998. San Francisco: Jossey-Bass, Inc.Soder R. The Language of Leadership. 2001. San Francisco: Jossey Bass, Inc. Souba WW., Day DV. Leadership values in academic medicine. Acad Med.2006 Jan;81(1):20-6. The 21stCentury Health Care Leader. 1999. Gilkey RW. (ed). Jossey-Bass. Inc.The Successful Medical School Department Chair, Vols. I, II, III. 2002. Washington, DC, The Association of American Medical Colleges.