Event Title
A Multidisciplinary Lens
Location
Burnell 112
Start Time
16-5-2013 2:10 PM
End Time
16-5-2013 3:10 PM
Description
A Conceptual Model for Developing Self-Leaders
Dr. Stanley Ross
The goal of the leadership development process is to enable the individual to learn how to become a self-leader. Self-leadership represents an individual's ability to exercise control (self-efficacy) over their choice of situations to participate in and to provide intrinsic rewards associated with achieving goals. The focus of this study is to present and describe a conceptual model that helps us to understand the critical dimensions associated with self-leadership and the interrelatedness of these dimensions. The conceptual model provides a comprehensive overview of self-leadership that extends Manz and Necks’ (2010) conceptual model by identifying all the critical super ordinate mediators referred to by Deci (1981) as internal states (referred to in this study as dimensions) organized into a mutually interdependent system which results in specific types of behavior. Through the elucidation of the important mediators; learning about and understanding how behavior, internal processes and external forces influence each other in what Manz (1986) and Bandura (1978) refer to as reciprocal determinism; we begin to understand how to design more effective leadership development programs. Also, organizations can develop more clearly defined profiles of potential leaders to screen candidates more effectively for leadership positions.
The Shape and Shaping of the College Presidency: The Insights of Former Presidents and the Intrigue of the Office
Dr. Stephen Nelson
This paper is based on the final chapter of a forthcoming book, The Post-Presidency: Life Beyond the Duty and Pulpit of College Presidents. The book is a narrative drawn from interviews with two-dozen college presidents who served primarily from the late 1970s to present. “The Shape and Shaping of the Presidency: The Insights of Former Presidents and the Intrigue of the Office” addresses a number of questions: What do these presidents tell us about leadership? About the pushes and pulls of leaders in the life and culture of institutions and organizations? What are their impressions about the presidency, what it takes to be a president? Is there guidance they can offer that serves to make presidencies go better and be more successful? What constitutes sufficiently long tenures? What are the ways to navigate the conclusion of a presidency?
A Multidisciplinary Lens
Burnell 112
A Conceptual Model for Developing Self-Leaders
Dr. Stanley Ross
The goal of the leadership development process is to enable the individual to learn how to become a self-leader. Self-leadership represents an individual's ability to exercise control (self-efficacy) over their choice of situations to participate in and to provide intrinsic rewards associated with achieving goals. The focus of this study is to present and describe a conceptual model that helps us to understand the critical dimensions associated with self-leadership and the interrelatedness of these dimensions. The conceptual model provides a comprehensive overview of self-leadership that extends Manz and Necks’ (2010) conceptual model by identifying all the critical super ordinate mediators referred to by Deci (1981) as internal states (referred to in this study as dimensions) organized into a mutually interdependent system which results in specific types of behavior. Through the elucidation of the important mediators; learning about and understanding how behavior, internal processes and external forces influence each other in what Manz (1986) and Bandura (1978) refer to as reciprocal determinism; we begin to understand how to design more effective leadership development programs. Also, organizations can develop more clearly defined profiles of potential leaders to screen candidates more effectively for leadership positions.
The Shape and Shaping of the College Presidency: The Insights of Former Presidents and the Intrigue of the Office
Dr. Stephen Nelson
This paper is based on the final chapter of a forthcoming book, The Post-Presidency: Life Beyond the Duty and Pulpit of College Presidents. The book is a narrative drawn from interviews with two-dozen college presidents who served primarily from the late 1970s to present. “The Shape and Shaping of the Presidency: The Insights of Former Presidents and the Intrigue of the Office” addresses a number of questions: What do these presidents tell us about leadership? About the pushes and pulls of leaders in the life and culture of institutions and organizations? What are their impressions about the presidency, what it takes to be a president? Is there guidance they can offer that serves to make presidencies go better and be more successful? What constitutes sufficiently long tenures? What are the ways to navigate the conclusion of a presidency?