leadership emory: an overview
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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
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