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STRENGTHENING DEPARTMENTAL LEADERSHIP
For Academic Chairpersons
SOUND FAMILIAR? Academic Chairs used to be thought of as stately faculty members who set the tone for a department and watched others fall into line. There are still success stories, but more frequently chairs complain about being picked on by people inside and outside the department and about how much time they devote to pushing paper. Academic Chairs lack the power of middle managers in the corporate world, yet they are still responsible for their department's bottom line. "Being chair means the end of your research for that period, and the possibility that you may do the job so badly that everybody -- rightly -- hates you," says one political scientist. "The only reason that I would take the position is if they told me who else might take it if I didn't." The Chronicle of Higher Education March 2, 2001, "Beggar, Psychologist, Mediator, Maid: The Thankless Job of a Chairman" Robin Wilson |
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DESCRIPTION
This workshop is designed to provide up-to-date and practical leadership information. There will be an opportunity for feedback (self and others) on your leadership practices. Reflection and dialogue time will be provided and encouraged.
SPECIAL FEATURE
A facilitator will also meet One-to-One with each participant for a sixty-minute consultation.
RATIONALE
As chairs fulfill their role, they are exposed to challenges unlike those they experienced as department members. Typically, Chairs receive little opportunity for orientation and preparation for this new assignment. Knowing self better, getting clarity around the situation and acquiring new skills are at the center of leadership development. This workshop is designed to assist department chairs in their growth and development.
LEARNING GOALS
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Identify key interpersonal behaviors that build respect and trust within a department
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Use a 360° feedback instrument to identify leadership strengths and developmental needs
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Understand the expectations and needs of their dean
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Develop a new understanding of "Conflict" and how to experience its greatest benefits
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Identify your personal approach to conflict and change
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Appreciate, value, and utilize the diversity within your department
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Use current research tools to identify "Chair-specific" skills that are strengths and those needing development
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Create a plan/strategy for personal leadership development
WORKSHOP THEMES
Day I:
Introductions and Overview
Framing Leadership
Giving and Receiving Feedback
The Challenge of Building Trust
My Approach to Conflict
Leadership 360°
Day II:
Leadership and My Relationship Needs
Influencing Change
Roles and Responsibilities of Department Chairs
(My View and Their View)
Planning a Strategy for Personal Development
Post Workshop:
One-to-One consultation to be scheduled with each participant within 14 days following the workshop
RESOURCE TEAM
Robert Farquhar retired after 20 years as Executive Director of the Executive Development Center (formerly The Leadership Development Center) at Bradley University. He holds a Master's Degree in Organizational Communication from the University of Wisconsin. He blends his formal training and more than 30 years' experience in education, training, and development together to assist organizations and their leaders to work more effectively. He has expertise and organizational experience facilitating senior management team building.
Charles Stoner, D.B.A. is the McCord Professor of Executive Management and previous Chair of the Business Management & Administration Department at Bradley University. He received his D.B.A. in Management from Florida State University. Dr. Stoner teaches in the areas of leadership, interpersonal dynamics and organizational behavior. He has published numerous journal articles and co-authored four textbooks. He is also a consultant for businesses and organizations.
Workshop Fee:
$8,000 (up to 10 participants; $700/additional participants)
OTHER CONTRACT PROGRAMS
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