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Constant Influence and Peculiar Grace The New Black in Collaborative Leadership in Universities
Joanna Peters October 2008 October 2008
Constant Influence and Peculiar Grace The New Black in Collaborative - - PowerPoint PPT Presentation
Constant Influence and Peculiar Grace The New Black in Collaborative - - PowerPoint PPT Presentation
www.griffith.edu.au Constant Influence and Peculiar Grace The New Black in Collaborative Leadership in Universities Joanna Peters October 2008 October 2008 www.griffith.edu.au Leadership Theories Individualist Interactionist
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Individualist Leader as “hero”
– inherent qualities – born great incremented qualities become great – incremented qualities – become great – immutable vs impacted behavioural style – greatness thrust upon them In your University? In your Student Support and Development Unit/s?
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Interactionist Importance of context, time, and followers - leadership behaviour as shaped by p y
– situations, – subordinates and – stakeholders
Transactional exchange
– mutuality – “first order” currency In your University? In your Student Support and Development Unit/s? In your Student Support and Development Unit/s?
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Inclusive
– Stakeholders and subordinates not just considered but included in Stakeholders and subordinates, not just considered, but included in leadership. – Plurality of perspectives actively sought.
Inspirational
Transformational leadership “second order” exchange – Transformational leadership – second order exchange. – Servant leadership – humility, moral dimension, greater good. – Transcendental leadership – leadership that is self-aware, and that awakens and actualises others awakens and actualises others…
In your University? In your University? In your Student Support and Development Unit/s?
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Intersectional Boundary spanning
– ethical leadership – transactional + transformational = imperative for “good works” – educative leadership – critical social analysis – ontological engagement – making meaning of thoughts and actions actions I U i it ? In your University? In your Student Support and Development Unit/s?
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Intergrative Leadership shape-shifts to be appropriate to: p p pp p
– point in time/cycle – task – organisational climate – cultural morays cultural morays In your University? In your University? In your Student Support and Development Unit/s?
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Infusion
– leadership as person (star) p p ( ) – leadership with people (amorphic clusters) – leadership through relationship process (asterisms) l d hi f ( t ll ti ) – leadership from purpose (constellations)
Leadership = person+ people + process + purpose Leadership = person+ people + process + purpose Distrib ted Leadership Distributed Leadership
I U i it ? In your University? In your Student Support and Development Unit/s?
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Distributed Leadership
– emergent property of network of individuals OR – gestalt of co-associations, collaboration and connectivity g , y – synapses sparking creativity and energy > – silo or solo capacity (self + super leadership) id tifi d i d ti l l d hi th (l i ) b f – identified in educational leadership theory (learning) before
- rganisational leadership theory (learning organisations)
– more than other leader-plus models (shared, collaborative, dispersed delegated transformational) because it stretches dispersed, delegated, transformational) – because it stretches across all models – is agnostic and eclectic
In your University? In your Student Support and Development Unit/s? In your Student Support and Development Unit/s?
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Universities
– the collegium = “substitutes for leadership” – professional and disciplinary affiliations – boundary spanning internally and externally l i i ti d i b t – learning organisations and incubators – attributed moral purpose networking cultures local national global – networking cultures – local, national, global In your University?
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Student Support and Development Units
– interdisciplinary teams – professional compacts “substitutes for leadership” – leadership in student development in affective, spiritual and social as well as intellectual domain – leading change at individual and institutional level – leading change at sector level through associations – cultivating student leadership In your Student Support and Development Unit/s?
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Challenges and Opportunities
– time – money – relationships, roles and repertory – purpose – empirical evidence focus on student experience – focus on student experience
In your Student Support and Development Unit/s?
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