Leadership Emory: An Overview

An Initiative of the Division of Campus LifeCoordinated by the Office of Student Leadership & Service

Leadership Steering Committee Kudos Matt Garrett & Bridget Riordan Paul Fowler Marc Cordon Andy Wilson Harold McNaron Buck Cooke Lauren Kent-Delany Tanya Willard Jill Camper Jean Chung, Thomas Anderson, Scott Campbell Our Colleagues at Oxford

Background and Goals History of the creation of the Office of Student

Leadership & Service

Desire to develop a world-class leadership office

Looking nationally: How can we be ahead of the national curve in leadership education for our students

Realizations We all do leadership development

We all don’t use a common language to help students make meaning of their experiences

The O.S.L.S. is not the owner of leadership development, but we can be a hub and a resource

Process and Timeline March 2010: Bridget and Matt at NASPA

April – August: Leadership Steering Committee

Fall: Administrative Preparation

Spring: Development and Rollout

Fall 2011 – Spring 2012: Initial Pilot

Leadership Emory: Values, Assumptions, and Theory

Leadership Emory Language . . . view[s] the “leader” basically as a change agent, i.e.,

one who fosters change.  Leaders, then, are not necessarily those who merely hold formal “leadership” positions; on the contrary, all people are potential leaders.  Furthermore, since the concepts of “leadership” and “leader” imply that there are other people involved, leadership is, by definition, a collective, [relational,] or group process" (Leadership Reconsidered, 2008, p.8).

Leadership development is a life-long process, and leaders are lifelong learners.

Leadership can be described as “Conviction in Action” (Roberts, 2007).

Values about Leadership Leadership development is a life-long process,

and leaders are lifelong learners. Leadership is collaborative. Leadership should be values-based. Leadership is a process rather than a position. All students are potential leaders. Service is a powerful vehicle for developing

students’ leadership skills. (Social Change Model of Leadership)

Leadership is concerned with effecting change on behalf of others and society.

Leadership Emory

Change

Group Values:-Collaboration

-Common Purpose

-Controversy with Civility

Community Values:

-Citizenship

Individual Values:

-Consciousness of Self

-Congruence-Commitment

3) Collaboration and problem solving

4) Sharing the “Commitment to

Action”

1) Awareness of self and empathy with others

2) Ethical Leadership principles and

practices

5) Ethical engagement and citizenship

The Five Core Tenets of Leadership at Emory

Tenet 1:Awareness of Self and Empathy with Others

Learning self-reflection that includes an increasing awareness of one’s beliefs, values, and abilities, as well an increasing ability to understand and appreciate the beliefs, life experiences, and values of others.

Tenet 1: Awareness of Self and Empathy with Others

Self: Acknowledges and articulates personal

skills, abilities, and challenges Understands the impact of various

identities on self: Ability, Age, Class, Ethnicity, Gender Identity, Race, Religion/Faith, Sex, Sexual Orientation, Multiple Identities

Achieves balance between education, work, and unstructured free time

Openly receives feedback about self from others

Develops/produces personal/educational goals

Functions without need for reassurance Understands one’s own knowledge and

applies previously understood information and concepts to new situations and settings

Articulates career choices based on assessments of personal interests, values, skills, and abilities

Recognizes characteristics of preferred work environments and team dynamics

Others: Understands skill set of others in a

group Seeks opportunities to understand the

belief systems of others Gathers feedback through evaluations

and assessment Develops meaningful interpersonal

relationships Establishes trust and mutually-

rewarding relationships with students, faculty, staff, friends, and colleagues

Listens to and reflects upon others’ points of view

Recognizes and celebrates the contributions that diversity brings to campus and society

Understands the impact of various identities on others: Ability, Age, Class, Ethnicity, Gender Identity, Race, Religion/Faith, Sex , Sexual Orientation, Multiple Identities

Tenet 2:Ethical Leadership Principles and Practices

Learning fundamental principles and practices associated with ethical leadership skills, as well as developing congruence between one’s own values and one’s actions (integrity).

Tenet 2:Ethical Leadership Principles and Practices

Demonstrates willingness to scrutinize/analyze personal values and beliefs Identifies personal, work, and lifestyle values and explains how they

influence decision-making Understands how culture influences one’s own values Acts with integrity to make decisions in congruence with personal values

and the mission of the institution and/or organization Practices self-accountability and responsibility Maintains/develops relationships that support and clarify personal values,

goals, and interests Takes reasonable risks Initiates actions toward achievement of goals Chooses behaviors and environments that promote health and reduce risks Understands how various personal identities may impact/influence values

Tenet 3:Collaboration and Problem Solving

Learning the ability to work cooperatively and effectively with others in ways that empower individuals by using gifts and contributions from all participants.

Tenet 3: Collaboration and Problem solving

Holds others and self accountable for responsibility

Measures organizational effectiveness

Coordinates and manages events effectively Experiences using financial

resources appropriately (budgeting) Implements risk management

strategies Manages program development and

implementation Treats others with respect Works cooperatively with others Seeks involvement and feedback

from others Delegates effectively Creates formal and informal

networks with other student leaders

Promotes and conducts joint programs between organizations

Learns to be an effective communicator: Conveys messages and influences others

through writing, speaking, and non-verbal expression

Uses and chooses not to use technology appropriately

Develops and facilitates thoughtful presentations

Works in multicultural team settings Illustrates effective listening skills

Seeks involvement with people different from oneself.

Uses complex information from a variety of sources including personal experience and observation to form a decision or opinion

Accepts and completes responsibilities in a timely manner

Sees controversy and conflict as sources of creativity

Understands how various personal identities may influence the group dynamics process

Tenet 4:Sharing the “Commitment to Action”

Developing the motivation to translate knowledge into action, foster buy-in and support, and to become actively involved in individual and collaborative efforts to foster personal and social change.

Tenet 4:Sharing the “Commitment to Action” Participates in a strategic planning process for a group or

organization Understands the importance of a mission and clear vision Motivates others to follow through on commitments Energizes and influences group members Shares personal passion and motivates others to join Establishing buy-in and support for new ideas/creative ideas Values feedback from others to shape a shared vision or direction Understands how various personal identities may guide

commitment, motivation, etc.  Ability, Age, Class, Ethnicity, Gender Identity, Race, Religion/Faith, Sex,

Sexual Orientation, Multiple Identities

Tenet 5:Ethical Engagement and Citizenship

Promoting positive civic engagement and social responsibility through an ethic of service and a concern for justice.

Tenet 5:Ethical engagement and citizenship

Challenges unfair, unjust, or uncivil behavior in other individuals or groups

Participates in service and volunteer activities Understands the importance of civic engagement Promotes and supports orderly change of community, social, and

legal standards/norms Advocates equality and inclusiveness Positively impacts others’ perspectives on diversity

Programmatic Integration of Leadership Emory

Future Programming/Components Integration throughout the Division

Connect with any development programs or training in all of our offices

Short training opportunities this summer for all Division of Campus Life staff

Posters in all staff offices Common Roadmap and Program Book

One stop resource guide for participation in all of our Division of Campus Life programs

April and May program collection/summer printing

Examples of Integration Leadership Living Learning Community

Not “reinventing the wheel” (i.e. credits for Empathy with Others and Collaboration during Unity Month)

Peer Leader Trainings (RA, OL, M.O.R.E., Athletes) SHCS Trainings (Healthy Behaviors and Self

Awareness) Greek Life Leadership Weekends/Retreats/Trainings Unifying language for our programmatic outcomes Division Wide Assessments based on the Five Tenets

Future Programming/Components Assessment and Leadership Coaching

Student self-assessments and rubrics One-hour Leadership Coaching sessions in the OSLS/DCL

Integration of Student Peer Leadership Coaches Future use of RAs, Orientation Leaders, etc… to serve as leadership

coaching mentors to younger students OSLS Staff Assistance in enhancing/developing Leadership

Curriculums for any programs on campus LGBT Student Leader Leadership Curriculum Leadership Living Learning Community Working with the Career Center on customizable discipline- specific

leadership curriculums Leadership Emory Scholars

Work Study/Student Employment Grants

Future Expansions Expanding into the College and around campus to

include other relevant programs Continue to build strategic allies and partners Curriculum Courses

Introduction to Leadership Leadership and Social Entrepreneurship Capstone

Curriculum Minor Application process managed by OSLS/DCL Introduction to Leadership Course Five additional electives: One course that aligns with each

of the Five Tenets of Leadership at Emory Capstone course that includes reflection on those five

courses, Leadership in a variety of disciplines, affecting social change, and development of a personal leadership vision

OSLS Programs & Strategic Planning Leadership Emory Courses Volunteer Emory:

Additional/Redesigned Staff Training Development of AB Student Staff Outreach from VE for Leadership in Service Trainings

Volunteer Council Emerging Leader Experience Leadership Living Learning Community Leadership Summit Student Organization Officers Summit (required) Leadership Emory: Executive Round Table Campus Based/Georgia Based LeaderShape Institute®

Overview of Website Componentslead.emory.edu Language Location of Future Program Information Location of Staff Resources Location of Future Assessments Program Book Compilation Link

Next Steps LSC Meeting with Directors individually

throughout summer Summer Trainings (division wide email soon) Program Book Compilation Leadership Coaching Recruitment and

Trainings Posters Your Staff Meetings – intentional conversations