Developing Academic Leadership Capability 1

Learning Outcomes

• Be able to explain the general principles of the Integrated Competing Values Framework (iCVF), a leadership measurement tool, to gauge personal leadership capabilities.

• Understand the importance of 360°appraisal in leadership development (using the iCVF).

• Explore the value of peer coaching as a component of an overall leadership development strategy.

How Will This Process Benefit You?

Use it:

• To develop your academic leadership capacity

• At your performance management meeting

• For academic promotion

Acknowledgement

The authors would like to acknowledge Professor Tricia Vilkinas and her team for their contributions to these PowerPoints based on their work in their ALTC project, “The development of a web based 360 degree feedback process for utilisation by Australian universities to develop academic leadership capability in academic coordinators.”

Integrated Competing Values Framework (iCVF)

This is a leadership model that is designed to build your capabilities at an academic level now and in the future.

The iCVF conceptualises academic leadership as:

• Having competing demands (paradoxical)

• Requiring behavioral and cognitive complexity

• Involving critical observation

• Involving reflection and learning

Developer

Monitor

Deliverer

Broker

Innovator

Integrator

People focus

Task focus

Internal focus

External focus

Is innovative & sees need for

changes

Exerts influence, develops

networks outside the school

Gets the job done,

Provides structure

Cares for others &

develops teams

Monitors outcomes &

quality of T & L

Reflects, considers,

monitors and applies strategy

Complete the iCVF figure in Groups (6 groups – 1 per role)

1. Draw up the figure and place the role names in it

2. Write some words or phrases a course coordinator would use when in each role

3. Place/draw some pictures that you believe represents each particular role in each section.

Developer

Monitor

Deliverer

Broker

Innovator

Integrator

People focus

Task focus

Internal focus

External focus

Course Coordinator KRAs compared to iCVF roles

Key Result Areas1. Academic leadership – effective

management of programs, promotion of scholarship and excellence in teaching and student centred learning

2. Communication and relationships within and outside the University with key stakeholders, professional associations and accreditation bodies

3. OHS&W and Equity and Diversity 4. Leading course teams to achieve

strategic outcomes5. Understanding contemporary teaching

and learning methodologies6. Building and developing strategic

relationships

People focus

Internal focus

External focus

Task focus

Developer

Monitor

Deliverer

Broker

Innovator

Integrator

Inappropriate Use of Roles

Underused rolesUnawareUnskilled

Unpolished

Developer

Deliverer

Monitor

Broker

Innovator

Overused roles

Positive Zone Creative

Clever

Politically astute Acquires resources

Task oriented

Decisive, directive

Reliable

Technically expert Well prepared

Caring Sympathetic

Process oriented

Premature responses

Disastrous experimentation

Change for change sake

Soft hearted Permissive Overly democratic Too participative

Unimaginative

Tedious

Perpetual exertion Overachieving Unreceptive, Unfeeling Sceptical, Cynical

Political expediency

Unprincipled opportunism

Well developed Innovator

Under-developed Integrator

Over-developed

Monitor

Adapted from Quinn, R., et al. (1996). Becoming a master manager (2nd ed.). New York: John Wiley and Sons, p. 22

The road to masteryFrom novice to expert…

1. Novice: Learn facts and rules

2. Advanced beginner: Apply the rules and Discover certain basic patterns

3. Competence: Develop your own rules-of-thumb and Engage in calculated risks

4. Proficiency: Calculation and analysis disappear – you unconsciously “read” the

situation

5. Expertise: Adapt to constant change, and Intuitively acts upon different situations appropriately

Chapter 10: Integration and the road to mastery.Quinn et al. (2007). Becoming a master manager. A competing values approach. NJ: John Wiley & Sons, Inc.

Backw

ard Reasoning …

..…. F

orward R

easoning

1. My Ideal Self: Who do I want to be as a CC?

2. My Real Self: Who am I now as a CC?

1. My Learning Agenda

2. Experimenting w New Behaviors

3. Developing Trusting Relationships

My Strengths My Gaps

Boyatzis’s 5 Discoveries (Goleman, Boyatzis, McKee, 2002)

Coaching

Information

Completing the iCVF

• Select individuals whose opinion you value and respect

• Select a robust sample• Explain the purpose –

development and learning• Assure them of

confidentiality• Be available to answer

questions• Remind them• Thank them

EffectivenessSample Data

IntegratorSample Data

BrokerSample Data

Prioritised - 1

Prioritised - 2

Role Difference of 1 or more

(direction): What you said you did and what they said you did.

Difference of 1 or more

(direction): What you said you did and what you said was important.

Were there any differences in the importance scores of you and your SO?

Do I need to do some work on my Integrator?

Innovator

Broker

Deliverer

Monitor

Developer

Interpreting Operational RolesA B C