Using Appreciative Inquiry to Facilitate Positive Change
As leaders we are expected to lead and manage change. A core success in that endeavor is to foster, create, and lead highly collaborative teams. A powerful way to achieve this is through appreciative inquiry. It’s a process I use with groups of all kinds. In this article, I will...
Congratulations—You Are a Leader! Now What?
Whether you are new to the school or moving into a position of leadership with more responsibility in your current department, there are some things to keep in mind for a smooth transition. In either situation, the work of a leader is not easy. Shifting from being a member of...
Bottom-Line Leadership
A friend of mine posed a question that I’ve been grappling with: “Why are so many college and university presidents so … bad?” The question caught me off guard since many of the college presidents I meet are hardworking, creative, dedicated leaders. But I knew exactly what he meant. Increasingly,...
Developing Formal and Informal Faculty Leaders
Leadership is not restricted to those in formal leadership positions. Rather, all faculty members in one way or another fill leadership roles and may eventually become formal leaders. Therefore, it’s important for them to develop their leadership abilities. In an interview with Academic Leader, Mariangela Maguire, associate professor of communication and...
Speaking Truth to Power
It’s difficult enough to tell your supervisor something that he or she doesn’t want to hear when the two of you have a good relationship. But what do you do when there are personality conflicts or a history of mistrust between you? How would you like unpleasant news to be...
Creating a Data-Informed Culture
In this era of “doing more with less,” institutions are searching for operational efficiencies and predictors to increase enrollment and retention, reduce cost, ensure students graduate, and improve the learning experience. Finding those efficiencies, evaluating their effectiveness, and then implementing those changes requires data.
Academic Leader as Communicator-in-Chief
Those of us who have served our institutions as deans or provosts know that leadership requires many skills—some of which we bring to the job and some of which we develop in office. I think that the ability to communicate effectively is one that is always a work in progress—partly...
Clock Time Versus Piece Work in Higher Education
Albert Einstein is credited with the observation that “Not everything that counts can be counted, and not everything that can be counted counts.” Perhaps nowhere is this principle truer than when trying to evaluate the work of faculty members and administrators in higher education. Yet the difficulty of the task...
5 Qualities of Successful Change Efforts
Because circumstances vary among disciplines, departments, and institutions, there is no formula for bringing about change, says Jill Perry, program director of the Carnegie Project on the Education Doctorate at Duquesne University School of Education. However, she has observed that successful change efforts share the following characteristics: Collaborative decision making. Decide...
Maintaining a State of Readiness for Sudden Transition to Deanship
Many deans enjoy long, productive careers that terminate with retirement. In some cases, deans may make a voluntary strategic career move to a larger institution as a step in a grand plan to move to the highest levels of administration. In cases of impending retirement or an announced move, time...
