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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. - PowerPoint PPT Presentation
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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 Areas1. 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 outcomes5. Understanding contemporary teaching
and learning methodologies6. Building and developing strategic
relationships
People focus
Internal focus
External focus
Task focus
Developer
Monitor
Deliverer
Broker
Innovator
Integrator
Inappropriate Use of Roles
Underused rolesUnawareUnskilled
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 masteryFrom 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.
Backw
ard Reasoning …
..…. F
orward R
easoning
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 Strengths My 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
EffectivenessSample Data
IntegratorSample Data
BrokerSample Data
Prioritised - 1
Prioritised - 2
Role Difference 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 RolesA B C
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