Exploring Leadership in Academic Advising
Delve into the discussion on leadership in academic advising through sessions, quizzes, and guiding questions. Reflect on whether leaders are born or made, the nature of leadership, and the skills required for effective advising. Explore models like the Interactive Leadership Model and consider your own leadership journey in personal and professional life.
Download Presentation
Please find below an Image/Link to download the presentation.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. Download presentation by click this link. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.
E N D
Presentation Transcript
Academic Advising & Leadership Robert E. Saggers, PhD
Session Outline Address the following questions: Are leaders born or made? Is leadership primarily a function of one s position? Do you consider yourself a leader? What is leadership and what do leaders do? To whom are leaders accountable? Is academic advising a form of leadership? What leadership model is most appropriate for academic advising? What skills do advisors need to increase their leadership effectiveness?
Quiz Do agree or disagree with the following statements? 1. Leaders are born, not made. 2. Leadership is primarily a function of one s position or organizational role.
Leadership is the process of influencing, either directly or indirectly, individuals, groups and organizations toward accomplishing their goals. Based on a definition by Roach and Behling (1984) Shared social influence process Purposeful Not restricted to a person in particular Followers are part of leadership process Can be either direct or indirect
In light of the following definition Do you consider yourself a leader in your personal and professional life?
Guiding Questions Are leaders born or made? Is leadership primarily a function of one s position? Do you consider yourself a leader? What is leadership and what do leaders do? To whom are leaders accountable? Is academic advising a form of leadership? What leadership model is most appropriate for academic advising? What skills do advisors need to increase their leadership effectiveness?
Interactive Leadership Model Based on the work of Hollander (1978) and Hughes, Ginnett & Curphy (1993) Leadership Space & Outcomes Results Satisfaction Leader Teacher, Advisor Colleague Situation Macro/Micro University Advising Followers Students, Colleagues
The Leader Role Leading others and managing processes to contribute to individual/organizational objectives. Setting the example: role-modeling, building credibility and commitment Communicating requirements, expectations Gaining support and cooperation Motivating, empowering & developing others Tracking and managing performance Recognizing accomplishments and celebrating success
Leader Accountability in Academic Advising Organization and your Immediate Manager for results, modeling organizational values Colleagues for sharing information, support Students clarification of academic interests/goals, providing resources, advising Self for personal well-being and ongoing development
Guiding Questions Are leaders born or made? Is leadership primarily a function of one s position? Do you consider yourself a leader? What is leadership and what do leaders do? To whom are leaders accountable? Is academic advising a form of leadership? What leadership model is most appropriate for academic advising? What skills do advisors need to increase their leadership effectiveness?
Servant Leadership Originated in the writings of Robert Greenleaf (early 1970s) Paradoxical both service and influence oriented, seems counter-intuitive Views service as an end, not solely as a means to other organizational outcomes Aligned with other leadership theories e.g. authentic , transformational Different conceptualizations, e.g. trait vs. behavioural Applicable across different organizational roles/types Context is important Can be learned and developed Good leaders must first become good servants. Robert Greenleaf 1904-1990
Characteristics of Servant Leaders 1. 2. 3. Listening hears and is receptive to what others say Empathy understands others' thoughts/feelings Healing cares about others well-being, makes people whole Awareness understands oneself/their impact on others and is attuned to their context Persuasion influences others through clear and persistence communication that convinces others to change 4. 5.
Characteristics of Servant Leaders 6. Conceptualization responds to problems creatively, integrates presents realities / future possibilities Foresight understands how past, present & future are connected to predict the future Stewardship takes responsibility for leadership role entrusted to them Commitment to others growth treats others uniquely, helps each person grow personally/professionally 10. Building community creates a supportive environment in which people feel safe and connected, but can still express their individuality 7. 8. 9.
Guiding Questions Are leaders born or made? Is leadership primarily a function of one s position? Do you consider yourself a leader? What is leadership and what do leaders do? To whom are leaders accountable? Is academic advising a form of leadership? What leadership model is most appropriate for academic advising? What skills do advisors need to increase their leadership effectiveness?
John Dewey 1859 - 1952 The self is not something ready-made, but something in continuous formation through choice of action.
Leadership and learning are indispensable to each other. From a speech prepared for delivery in Dallas the day of JFK s assassination November 22, 1963 John F. Kennedy 35th President, USA
Leadership Outcomes Behaviours Leading requires us to feel, Thoughts think, and act differently. Emotions
Key Skills for Leadership Effectiveness in Academic Advising Personal self-awareness/management; curiosity, willingness/ability to learn; time/stress management; critical thinking; creativity/innovation; problem solving/decision-making Interpersonal understanding others; trust building; communication; gaining power/influence, motivating others; coaching/counseling; resolving conflict
Maya Angelou 1928 - 2014
