critical skills for effective leadership in higher education pro veritas 18aug2014
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29/08/2014
1
Dr Ruby Campbell, PhD, MBA
The 4th National Higher Education Women’s Leadership Summit 2014, Liquid Learning
Effective Leadership Workshop
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Session 1 Session 2 Session 3 Session 4
Know Yourself to
Lead Others
Leadership &
Management
Communication,
Listening &
Negotiation
Case Study
•Values & Strengths
•Personality Traits
•Emotional intelligence
•Goals
•Definitions
•Dimensions
•Current models
•Challenges in Higher
Education
•Communication as a
dialogue
•Levels of listening
•Negotiations
•Managing conflict
•Real life examples
•Working on a Case
Study in Higher
Education
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29/08/2014
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Session 1
The first tenet of good
leadership:
Know yourself
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Test Your Awareness
With this YouTube video
http://youtu.be/IGQmdoK_ZfY
With this YouTube video
http://youtu.be/IGQmdoK_ZfY
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3
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The Behaviour iceberg
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Know yourself
� Values, beliefs and strengths
� Personality traits
� Emotional intelligence
� Goals: career, love, play, health
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Values, beliefs and strengths
� Gallup strengths finder https://www.gallupstrengthscenter.com/
� Values In Action Inventory of Strengths (VIA
Strengths)
https://www.authentichappiness.sas.upenn.edu/
http://www.viacharacter.org/
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Source: http://www.letitripple.org/resources 9
Personality Traits
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Trait Characteristics
Openness to experience Inventive, curious vs. consistent, cautious
Conscientiousness Efficient, organized vs. easy-going, careless
Extraversion Outgoing, energetic vs. solitary, reserved
Agreeableness Friendly, compassionate vs. analytical, detached
Neuroticism Sensitive, nervous vs. secure, confident
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Personality Traits - Implications
� Confidence is contagious. So is lack of confidence - Vince Lombardi
� The best thinking has been done in solitude - Thomas Edison
� I not only use all the brains I have, but all I can borrow – Woodrow Wilson
� Education’s purpose is to replace an empty mind with an open one –Malcolm Forbes
� The trouble with organising a thing is that pretty soon folks get to paying
more attention to the organisation than to what they’re organised for –Laura Ingalls
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Emotional Intelligence
Emotional intelligence - the ability to manage
ourselves and our relationships effectively – consists
of 4 fundamental capabilities:
� Self-awareness
� Self-management
� Social awareness
� Social skill
Source: Leadership That Gets Results by Daniel Goleman, Harvard Business Review, Mar-Apr 2000
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Self orientation
Others orientation
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Emotional Intelligence
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Self-management
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8
Goals
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Work (Paid work, studies,
volunteering, domestic duties)
My Values:
Short, Medium and Long term Goals:
Relationships (partner, parents,
children, close friends, relatives)
My Values:
Short, Medium and Long term Goals:
Play (rest, hobbies, sport, creativity,
leisure, entertainment)
My Values:
Short, Medium and Long term Goals:
Health (physical, psychological,
emotional, spiritual, wellbeing)
My Values:
Short, Medium and Long term Goals:
Session 2
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9
The Leader/Manager map
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Source: Management Education and Development, Vol 23, Part 2, 1993, pp. 109-121
The Leader/Manager map
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Source: Management
Education and
Development, Vol 23,
Part 2, 1993, pp. 109-
121
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29/08/2014
10
What is leadership then?
“Leadership is not the same as the authority and power of a
CEO, (or Dean, President, Head of, or Director)* or a military
commander. Formal authority depends on an established
power hierarchy – the ability to tell people what to do and
impose severe consequences for disobedience. By contrast,
leadership is most usefully viewed as an activity rather than
a formal position or personal characteristic, and it may or
may not be accompanied by authority”
Adapted from: Leading Boldly, Stanford Social Innovation Review , Winter 2004 (Ronald Heifetz, co-founder of Centre for Public Leadership,
John F Kennedy School of Government, Harvard University)
* Added by Dr Ruby Campbell, ProVeritas Group
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Some Leadership Models
� Transformational Leadership
� Transactional Leadership
� Strategic Leadership
� Authentic Leadership
� Distributed Leadership
� Servant Leadership
� Complexity/Adaptive Leadership
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11
Leadership Competencies
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Source: Hogan 360 deg Report by
Peter Berry Consultancy Pty Ltd,
2013
Challenges in Higher Education
� Multiple stakeholders
� Changing funding sources and expectations
� Unprecedented need for entrepreneurship and fundraising
� Faculty recruitment, retention and tenure
� Competing priorities (research, teaching, management)
� And......
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29/08/2014
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The Adaptive Leadership Process:
1. Identify type of problem
2. Focus attention
3. Frame the issues
4. Secure ownership
5. Manage stakeholder conflict
and maintain stress
6. Create a safe haven
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The Four Factor Model of Leadership
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Source: Cavanagh (2013)
in Beyond Goals, David ,
Clutterbuck & Megginson
(Eds), Gower Publishing,
England
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13
Session 3
Communication
and
listening skills
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The Dialogue Model
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Source: Crucial Conversations,
Patterson et al (2002)
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29/08/2014
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State My Path
Share your facts
Tell your story
Ask for others’ paths
Talk tentatively
Encourage testing
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Source: Crucial Conversations, Patterson et al (2002)
“What” skills
“How” skills
Levels of Listening
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Cosmetic Conversational Active Deep
How are you?
How was your
weekend?
I want to ask
I want to know
I feel the same
She was frustrated
She was angry
She was happy
Tone of voice
Body language
Sense of
anticipation
Sense of excitement
What type of listener are you?
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29/08/2014
15
Session 3 (cont’d)
Negotiation
and
Conflict Management
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30
Source: www.womensagenda.com.au
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Effective Negotiation
� Resolution: A resolution is achieved, rather than a
stalemate or a breakdown in communication.
� Mutual satisfaction: Acceptance of the outcome is
shared by both parties.
� Quality resolution: A high or at least acceptable quality
of resolution is achieved in terms of the substantive
issues.
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Effective Negotiation (cont’d)
� Principled interaction: The interaction is reasonable
and positive rather than coercive and negative.
� Positive implications: The parties’ capacity to resolve
future problems is enhanced. For example, trust
between the parties is reinforced rather than eroded.
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Effective Negotiation Behaviours
� Test your own and the other party’s understanding and
summarise this understanding
� Show concern for obtaining further responses from the
other party
� Show more concern for implementation
� Seek more information
� Acknowledge your own and the other party’s feelings
� Avoid using communication irritators
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Effective Negotiation Behaviours (cont’d)
� Avoid offering immediate counter-proposals
� Avoid diluting the other party’s arguments
� Separate the people from the problem
� Focus on interests not positions
� Generate a variety of possibilities before deciding what
to do
� Insist that the results be based on an objective
standard
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18
35
Session 4
Bringing it all
together:
Case study in Higher
Education
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Coaching & Leadership Development
37
www.proveritas.com.au
Phone: +612 8011 3063
Mobile: +61 422 845 996
Email: rcampbell@proveritas.com.au
© Copyright 2014 ProVeritas Group 38
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