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 Areas 1.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 outcomes 5.Understanding contemporary teaching and learning methodologies 6.Building and developing strategic relationships People focus Internal focus External focus Task focus Developer Monitor Deliverer Broker Innovator Integrator

Inappropriate Use of Roles Underused roles Unaware Unskilled 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 mastery From 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. Backward Reasoning …..…. Forward Reasoning

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 StrengthsMy 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

Effectiveness Sample Data

Integrator Sample Data

Broker Sample Data

Prioritised - 1

Prioritised - 2

RoleDifference 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 Roles A B C