Transcript Slide 1
Leadership Emory: An Overview
An Initiative of the Division of Campus Life
Coordinated 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
Group Values:
-Collaboration
-Common Purpose
-Controversy with
Civility
Individual Values:
-Consciousness of
Self
-Congruence
-Commitment
1) Awareness of self and
empathy with others
2) Ethical Leadership principles
and practices
3) Collaboration and problem
solving
4) Sharing the “Commitment to
Action”
Change
Community
Values:
-Citizenship
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:
Others:
Understands skill set of others in a group
Understands the impact of various identities on
self: Ability, Age, Class, Ethnicity, Gender Identity,
Race, Religion/Faith, Sex, Sexual Orientation,
Multiple Identities
Seeks opportunities to understand the belief
systems of others
Gathers feedback through evaluations and
assessment
Achieves balance between education, work, and
unstructured free time
Develops meaningful interpersonal relationships
Openly receives feedback about self from others
Establishes trust and mutually-rewarding
relationships with students, faculty, staff, friends,
and colleagues
Develops/produces personal/educational goals
Functions without need for reassurance
Listens to and reflects upon others’ points of
view
Understands one’s own knowledge and applies
previously understood information and concepts
to new situations and settings
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
Acknowledges and articulates personal skills,
abilities, and challenges
Articulates career choices based on assessments
of personal interests, values, skills, and abilities
Recognizes characteristics of preferred work
environments and team dynamics
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 decisionmaking
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
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
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
Sees controversy and conflict as sources of
creativity
Promotes and conducts joint programs
between organizations
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
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
Student self-assessments and rubrics
One-hour Leadership Coaching sessions in the OSLS/DCL
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 Components
lead.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