1. Leadership in the Post Secondary Environment Angela Hildyard Vice-President, Human Resources & Equity Professor of Higher Education February 2016

2. ** Probably few parents, looking at their new born infant, remark “I hope he/she grows up to be a dean, perhaps an assistant vice-president, or maybe even a provost “ (Strathe & Wilson, 2006 New Directions for Higher Ed)

3. Styles of Leadership Tactical leaders focus more on the present than on the past Strategic leaders focus more on the future than the present or the past Exemplary leaders envision the future (Adapted from Kouzes & Posner)

4. Impactful Leadership Impactful leadership is rarely about knowing all the right answers or second guessing the future; rather, academic leaders who leave a legacy tend to ask powerful questions, engage colleagues, and, over the long term, change institutional cultures (S.O. Ickenberry 2015)

5. Role of Chair/Unit Head Being a Chair is one of the most difficult leadership roles! Chief advocate for your department. Chief representative of the University administration to your department. You are often caught between a rock and a hardplace!

6. Leadership Practices that lead to dissatisfaction Aggressive Management styles Bureaucracy Lack of sensitivity towards staff Non-participative approaches to decision making/limited consultation (Bryman, 2009, Effective Leadership in Higher Ed, LFHE)

7. Effective PSE Leadership Behaviours Personal Integrity Introducing change through consultation Supporting the existing culture Flexibility in leadership approach Entrepreneurial/risk taking Influencing organizational culture to support change (Bryman, Effective leadership in Higher Ed LFHE 2009)

8. Leadership vs Management Managers do things right – Leaders do the right thing Managers see their role within an authority and reporting hierarchy Managers react and control risks Managers seek and follow direction – they guide and coordinate All Leaders need good Managers to support them!

9. Leadership vs Management Leaders work “on” the system not just “in” the system Leaders create and/or seize opportunities Leaders challenge/change organizational rules Leaders inspire and energise Leaders coach and empower new leaders

10. Leading Leaders (Salacuse, 2009) Leading those who are smarter, more talented and sometimes more “powerful” Limited authority over those you are expected to lead Leaders at every level of the organization Not just position or charisma – but “will & skill”! University Leaders build Relationships

11. Leaders & Followers Leadership is a relational process…only considering the leader constitutes a biased and incomplete view… (Cuhna, 2014) Who are your followers? Do you know what their challenges are? How will they define success?

12. Leadership as a Relationship The essence of leadership lies in compelling communication –DirectionNegotiating the vision –IntegrationMaking stars into a team –MediationSettling leadership conflicts –EducationTeaching the educated –MotivationMoving other leaders –RepresentationLeading externally –Trust creationCapitalizing your leadership Salacuse: Leading Leaders 2009

13. The Leadership Contract Molinaro 2013 Leadership is a decision – MAKE IT Leadership is a community – CONNECT Leadership is an obligation – STEP UP Leadership is hard work – GET TOUGH

14. Effective leaders demonstrate high responsibility but low control. They: Accept responsibility and don’t pass the buck Share praise; lead by example Hire good people and let them do their jobs Seek consensus but make tough decisions Trusted and counted upon Refuse to ask of others what they would not do themselves Administrative effectiveness (Adapted from Jensen 2010; Munger 2010)

15. Collegiality in Higher Education Leadership Collegiality as consensual decision making Collegiality as mutual supportiveness

16. Concluding Questions Do you see yourself as an academic leader or an academic administrator...is there a difference? Have you thought about YOUR vision of academic leadership? How do YOU define and frame power within that vision? What responsibility do leaders have to act as equity change agents?

17. Supporting colleagues interested in leadership Senior leaders can: Be passionate about the institution and the opportunity to make a positive difference Be supportive - but honest Engage in frequent discussion about potential institutional leaders

18. Provide opportunities for mentoring Place colleagues on committees Invite colleagues to participate in projects Offer one-on-one Career Advice dinners

19. Provide opportunities for Coaching Consider both formal and Informal Coaching Invite respected senior leaders to act as advisors

20. Bring Female Colleagues together informally Senior Women’s Annual Networking Reception (paid for by the President’s Office!) Seek broad collegial input on issues such as Sexual Violence, Cyber Bullying

21. Your Leadership Legacy How do YOU want to be remembered as a Leader?