Academic Leadership: Fundamental Building Blocks
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- Reflect on the role:
- given the feedback you have received from others and what you know of
yourself, consider how you could more effectively select the most appropriate
operational role in different situations.
We have identified some activities you might like to consider to assist you in this task.
There are also some readings listed below that you may find useful. They are available
through our web page http://www.unisanet.unisa.edu.au/academicleadership
(Look for “Resources for Workshop Participants” on the left hand corner of the
webpage.)
Readings
Cialdini, R. B. (2001). Harnessing the science of persuasion. Harvard Business Review, 79(9),
72 – 79.
Grayson, C. C., & Baldwin, D. (2007). Tapping in: How leaders can become effective networkers.
Leadership in Action, 27(5), 14–18.
Iarocci, J. J. (2006). Leading, experts, and expertise. The American Review of Public
Administration, 36(4), 385–386.
Ibarra, H., & Hunter, M. (2007). How leaders create and use networks. Harvard Business Review,
85 (1), 40–47.
Riggio, R. E., & Lee, J. (2007). Emotional and interpersonal competencies and leader
development. Human Resource Management Review, 17(4), 418–426.
Activities..................................................................................................................
(click the activity index number to take you to that section)
10.1 The Skill of Persuading Others
10.2 Influencing Your Line Manager
10.3 Negotiating Effectively
10.4 Using Power and Influence.
