By Dianne Dorland
This e-book presents foundational concepts on events the place deans locate themselves while coping with up, coping with their friends and themselves, or dealing with down. The case reviews and eventualities are precious for puzzling over difficulties or matters previously and for contemplating how different deans dealt with those events, whether the specifics or eventual resolutions are assorted. whereas there'll be ameliorations in who's concerned, the activities they could take, the price of these activities, the results that may be completed, how activities are associated with results, and what details is accessible, each one case or situation presents situational insights. The case experiences and eventualities signify a number stories from many deans and canopy quite a few either private and non-private associations of alternative sizes and locations.
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Additional info for A Toolkit for Deans
Example text
What type of leader do I want to be to make the greatest contribution? To accurately identify your strengths, one mechanism that works well is feedback analysis. Every time you make a key decision, write down the outcome you expect. Several months later, compare the actual results with your expected results. Look for patterns in this analysis. What results are you skilled at leading? What abilities do you need to enhance to get the results you want? What unproductive habits are preventing you from achieving your expected outcomes?
They indicate some of the best characteristics of this type of leader or mentor that can be applied to the function of a dean in relationship to the faculty: • He or she identifies productive faculty members. • He or she helps develop their talents. • He or she cares about them. • He or she shares institutional knowledge with them. • He or she is willing to guide and support them. The dean or mentor is an asset to the faculty and provides opportunities to help develop the leaders of tomorrow, which is part of the job of a dean.
One of your chairpersons, the only senior member in that department, has highly prized skills as an innovator and a researcher, but she is not a good chairperson. She does not share information, is not transparent, uses the budget from an authoritarian perspective rather than a departmental perspective, ignores policies and procedures, and frequently tries to circumvent the system. Challenge Question: What do you do as a dean? Scenario Outcome: The dean provided feedback to the chairperson that her performance was substandard and needed improvement.
