Academic Leadership

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List of Figures

• Program Format x


• WORKSHOP ONE: INTERPRETING YOUR FEEDBACK
  
  
  • Interpreting Your Feedback
    
    
    • Interpreting Your Feedback – Effectiveness
    
    
    • Interpreting Your Feedback – Integrator (Chapter 6)
    
    
    • Interpreting Your Feedback – 5 Operational Roles
    
    
    
    
  
  
  • Evaluation: Workshop One
  
  
  • Preparation for Workshop Two
  
  
  
  


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• PERSONAL ACTION PLANS
  
  
  • Personal Action Plans (1)
    
    
    • Action Plan Implementation Process
    
    
    
    
  
  
  • Requirements for a Certificate in Academic Leadership
  
  
  
  


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• WORKSHOP TWO: FINE TUNING YOUR ACTION PLANS
  
  
  • Fine Tuning Your Action Plans
    
    
    • Reflecting on Actions to Date
    
    
    
    
  
  
  
  


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• WORKSHOP THREE: EMBEDDING YOUR NEW BEHAVIOURS
  
  
  • Reviewing Your Action Plan(s)
    
    
    • Where to From Here?
    
    
    
    
  
  
  
  


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• THE INTEGRATED COMPETING VALUES FRAMEWORK (ICVF)
  
  
  • The Integrated Competing Values Framework (ICVF)
  
  
  
  


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• DEVELOPING THE INTEGRATOR
  
  
  • Developing the Integrator
  
  
  • Activities
    
    
    • 6.1 Developing Reflection Skills
    
    
    • 6.2 Being a Critical Observer
    
    
    • 6.3 Responding to Feedback
    
    
    • 6.4 Understanding Action Learning
    
    
    • 6.5 Learning From Experience
    
    
    • 6.6 Learning New Behaviours
    
    
    
    
  
  
  
  


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• DEVELOPING THE DEVELOPER
  
  
  • Developing the Developer
  
  
  • Activities..................................................................................................................
    
    
    • 7.1 Learning to Listen
    
    
    • 7.2 Using Questioning Skills to Build Teams
    
    
    • 7.3 Developing Others Through Coaching
    
    
    • 7.4 Delegating Effectively
    
    
    • 7.5 Managing Conflict
    
    
    • 7.6 Building Teams
    
    
    
    
  
  
  
  


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• DEVELOPING THE MONITOR
  
  
  • Developing the Monitor
  
  
  • Activities..................................................................................................................
    
    
    • 8.1 Managing the Flow of Information and Communication
    
    
    • 8.2 Monitoring Group Processes
    
    
    • 8.3 Monitoring Program Performance
    
    
    
    
  
  
  
  


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• DEVELOPING THE DELIVERER
  
  
  • Developing the Deliverer
  
  
  • Activities..................................................................................................................
    
    
    • 9.1 Setting Goals
    
    
    • 9.2 Being Productive...........................................................................................................
    
    
    • 9.3 Managing Your Time
    
    
    • 9.4 Managing Stress
    
    
    
    
  
  
  
  


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• DEVELOPING THE BROKER
  
  
  • Developing the Broker
  
  
  • Activities..................................................................................................................
    
    
    • 10.1 The Skill of Persuading Others
    
    
    • 10.2 Influencing Your Line Manager...................................................................................
    
    
    • 10.3 Negotiating Effectively
    
    
    • 10.4 Using Power and Influence
    
    
    
    
  
  
  
  


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• DEVELOPING THE INNOVATOR
  
  
  • Developing the Innovator
  
  
  • Activities..................................................................................................................
    
    
    • 11.1 Introducing and Managing Change
    
    
    • 11.2 Managing Resistance to Change
    
    
    • 11.3 Strategies for Managing Change
    
    
    • 11.4 Fostering Innovation
    
    
    • 11.5 Brainstorming..............................................................................................................
    
    
    
    
  
  
  
  


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• GENERAL READINGS


• TABLE 1: Personal Traits That Affect Listening Effectiveness......................... List of Tables


• TABLE 2: Example Coaching Questions


• TABLE 3: Components of Goal Setting Theory


• TABLE 4: Sources of Stress in the Workplace


• TABLE 5: Types of Power That Can Be Used in Negotiations
  
  
  • Within a University International Program TABLE 6: Potential Change Driving and Change Resisting Forces Operating
  
  
  
  


• TABLE 7: The Six Thinking Hats of Eduard de Bono


• FIGURE 2: Sample Certificate in Academic Leadership FIGURE 1: The Triangulation of Feedback for Developing Action Plans x


• FIGURE 3: Integrated Competing Values Framework


• FIGURE 4: Ladder of Inference


• FIGURE 5: Four-Stage Model of Change – Coach’s Role


• FIGURE 6: Managing Life Stress (adapted from Covey, 1989)


• FIGURE 7: Time Management Traps


• FIGURE 8: Long-Term Effects of Stress


• FIGURE 9: Cycle of Negative Self-Talk


• FIGURE 10: Strategic Process of Negotiation


• FIGURE 11: Increasing Your Upward Influence


• FIGURE 12: Experiential Learning Model


• FIGURE 13: Template for a Force Field Analysis