Academic Advising & Leadership

1. Academic Advising & Leadership Robert E. Saggers, PhD

2. 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?

3. Quiz Do agree or disagree with the following statements? • Leaders are born, not made. • Leadership is primarily a function of one’s position or organizational role.

4. Leadership is the process of influencing,either directly or indirectly, individuals, groups and organizations towardaccomplishing 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

5. In light of the following definition… Do you consider yourself a leader in your personal and professional life?

6. 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?

7. Interactive Leadership ModelBased on the work of Hollander (1978) and Hughes, Ginnett & Curphy (1993) Leader Teacher, Advisor Colleague • Leadership Space & Outcomes • Results • Satisfaction Followers Students, Colleagues Situation Macro/Micro University Advising

8. 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

9. 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

10. 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?

11. 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

12. Characteristics of Servant Leaders • 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

13. Characteristics of Servant Leaders • 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 • Building community– creates a supportive environment in which people feel safe and connected, but can still express their individuality

14. 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?

15. John Dewey 1859 - 1952 The self is not something ready-made, but something in continuous formation through choice of action.

16. 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

17. Leadership Outcomes Behaviours Leading requires us to feel, think, and act differently. Thoughts Emotions

18. 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

19. Maya Angelou 1928 - 2014