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Have leadership styles changed overtime, or have they typically remained the same?

Eddy, P., VanDerLinder, K. (2006). Emerging definitions of leadership in higher education. Community College Review, 34(1). 5-26. Retrieved from http://journals.sagepub.com/doi/pdf/10.1177/0091552106289703

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Here is an article written by two professionals at TAMU-Commerce that highlight different case studies in educational leadership.

Travis, J., Scott, J. (2014). The courage to lead: Cases in American higher education. Journal of Case Studies in Education. Retrieved from https://files.eric.ed.gov/fulltext/EJ1060587.pdf

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This is a very basic overview of what the Student Leadership Challenge novel covered with regard to exemplary leadership techniques.

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Welcome to the Student Leadership Challenge. We offer a variety of tools and programs for student leaders to develop and sharpen their skills.

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Although this was not necessarily one of the leadership styles that we researched in EDG 6363, the professional that I interviewed during the "Leadership Interview" assignment stressed the importance of data-driven leadership. Data helps educational leaders make more accurate decisions in order to better improve student learning outcomes.

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(The following article includes Kirk's Foreword to the 2016 book " Data-driven Leaders Always Win" by Jay Zaidi.)

In the beginning was data. How do we know this? Because many (if not all) creation stories from all cultures were essentially developed as an explanation of the world as observed by humans. Whether it was the great flood, or mysterious eclipses of the Sun, or seasonal changes, or the diversity of life forms, or the existence of diverse substances (earth, fire, wind, and water), or any number of other observed facts, in all of these cases, human societies used stories to explain the evidence that was presented before them. Though the early interpretations of the evidence (i.e., the data) were not exactly scientific, the process was scientific - based on data, substantiated by data, and driven by data. Thus, it is a very natural and innate characteristic of humans to be data-driven!

I am not sure who first said "Knowledge is Power", but the phrase has been found in Latin text attributed to the 17th century founder of the modern scientific method, Sir Francis Bacon. There is also some evidence of that phrase in Arabic a full millennium earlier, from the 7th century. It is interesting that Bacon (Sir "Scientific Method" himself) is connected to this very important understanding, that knowledge (as derived from data, evidence, and information in conjunction with hypothesis-driven questioning and validation) carries such enormous weight in human affairs. Whether one is fighting the war against cancer, or the battle to stop infectious diseases, or the cybersecurity war, or the battle to win the hearts of your customers, or pricing wars within competitive marketplaces, or engaged in other battles, the winners will most certainly be those who are the most data-driven and have the most knowledge of their domain - those who truly appreciate that knowledge is power.

The era of big data has changed the business and organization landscape radically. We are now on the verge of quantifying and tracking just about everything in our domains - including mobile, social, web, and other digital signals, plus ubiquitous sensors in the Internet of Things (IOT). The technologies that enable and empower this transformation are often referred to as SMAC: Social, Mobile, Analytics, and Cloud. All of these technological areas have contributed to and have benefited from data, data, data! In "social", the application of sentiment analysis on social media data is commonplace in many industries. In "mobile", the whole experience is associated with, driven by, and a producer of data! In "analytics", well, you know... it is all about the data - remember that the two most important things in data science are the data and the science (reference: Sir Francis Bacon). And finally, "cloud" computing was developed as a means to share resources (computing and data) easily and on-demand, from anywhere. SMAC technologies are data-driven!

The phrase "360 view" is common jargon in the data analytics conversations of many organizations. Instead of relying on stale, sparse samples and limited demographic attributes, we are now able to explore and exploit fast, wide, and deep data collections about the objects that we care most about. These data can (and will be) augmented by great sources of contextual information (from the IOT) that will truly drive a cognitive analytics revolution in coming years. Our digital sensors (including web logs, social media, mobile interactions, measurement devices, and more) will capture data faster, across a broader set of dimensions, for comprehensively deep samples of the objects in our areas of focus. Consequently, to be a modern digital business is to be data-driven. To be otherwise is to be left behind.

Data drives results for at least three major functional requirements in any domain (whether it is business, or science, or government, or education, or whatever): discovery, decision-making, and value-creation (i.e., innovation). The best ROI metric (if you can quantify it) would be Return On Innovation through data-driven processes, people, and products.

Data collections are now recognized as a core business asset, a new natural resource, a driver of business change and innovation, a source of increased and/or new revenue streams, a creative force for new products and new markets, and a job opportunity bonanza for those with essential data skills.

One might say that data is the new oil, and there is a pot of gold waiting at the end of the data analytics rainbow within your organization. If you play along with these metaphors for just a moment, you might notice that the way to the golden pinnacle of success is a slippery (oily) slope that is fraught with numerous technological, cultural, and human resource challenges. This shouldn't scare us away from being data-driven. On the contrary, we should embrace this process of discovery and improvement. Someone once said: "Good judgment comes from experience. And experience comes from bad judgment." So, data-driven leadership accepts this process of informed growth and iterative quality improvement.

To address the challenges and rewards that are now facing data-driven leaders, Jay Zaidi has written a timely book that is based upon his many years of data management, governance, and analytics experience. Jay presented some of his knowledge on this topic in his talk on "Bridging the Data Governance Chasm" at a recent MapR Big Data Everywhere event in Tysons Virginia. His book is not another hype-driven cheerleading treatment of the subject, but it is a practical, evidence-based, and experience-backed look at both the power and the pitfalls of the modern data-driven leader. The key theme is expressed in the book's title "Data-driven Leaders Always Win" - which emphasizes that the way to win the battles that your organization is facing is through the power of data (and knowledge).

To be Data-Driven is first and foremost the drive to be objective and evidence-based in your organizational decisions. Those decisions involve products (manufacturing, supply chain, placement, pricing, and social/mobile/web content), processes (monitoring, detection, discovery, prediction, and optimization), and people (employees, customers, stakeholders, and new engagement opportunities). Jay Zaidi's book examines the complexity of this organizational ecosystem in the context of how data informs better outcomes, drives change, and creates new value.

One of the most practical and immediate steps to data-driven success is to recognize the importance and necessity of a new officer in the corporate executive suite. That data-driven officer may have different titles (and roles) in different organizations, but their importance is real: the CDO (Chief Data Officer), the CDS (Chief Data Scientist), or the CAO (Chief Analytics Officer). In some cases, for more market-focused organizations, the CMO (Chief Marketing Officer) may be the data-driven leader of digital business transformation. Jay Zaidi's book looks at these roles and reviews the parameters of their duties, the politics that may arise, the perils of the position, and its power to bring winning solutions based upon evidence, facts, and data.

Data-driven discovery, decision-making, and innovation - that is what humans are good at. Shouldn't your leaders be good at that also?

To help your organization grow in data-driven leadership, MapR offers a rich ecosystem of data analytics products and services. Check out the top 10 reasons why others choose MapR. Bring all of your data and analytics resources into one data-driven decisioning framework with the MapR Converged Data Platform. If training is what your organization needs, then MapR has a great collection of free comprehensive online training courses for data engineers, data scientists, analytics staff, IoT developers, and more.

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Data-Driven Leadership: Is there any other choice?

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(The following article includes Kirk's Foreword to the 2016 book " Data-driven Leaders Always Win" by Jay Zaidi.) In the beginning was data. How do we know this? Because many (if not all) creation stories from all cultures were essentially developed as an explanation of the world as observed by humans.

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Robinson, S., O’Dea, V. (2014). Authentic leadership: To thine own self be true. Insights. 1-4. Retrieved from https://www.insights.com/media/1107/authentic-leadership.pdf

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Transformational Leadership in Higher Education 

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Transformational Leadership in Higher Education 

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Allen, K. (1996). Working toward transformational leadership in higher education. About Campus. 11-15. Retrieved fromhttp://journals.sagepub.com/doi/pdf/10.1002/abc.6190010303

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Hopkins, H. (2015). Student affairs is... From a leadership perspective. NASPA. Retrieved from https://www.naspa.org/about/blog/student-affairs-is-from-a-leadership-perspective

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My story is not unlike the many who have preceded me and those who will follow me into a student affairs life. It started on a small college campus where as a student I found my connection through student activities. As a first-year student, I signed on to sell tickets for the spring fling festival and this single act of volunteerism turned into a life of service to students. From that moment, I ultimately discovered a career path that led me to my ideal job.

As the dean of student affairs and the senior student affairs officer at my college, I balance between the needs of the institution and the needs of students. I am often the voice of students at the leadership table and try to bring the student perspective into the decision making process. But I am not alone. I am fortunate to work at an institution that values student input and respects the needs of students. My responsibility is ensuring that we consistently deliver the quality service that students expect and deserve and create opportunities for engagement that provide for growth and development.

I see student affairs as the ultimate bridge between the academic world and the "real" world. The lessons learned in the classroom are best applied in the laboratories of life - the opportunities we create through the activities, programs and services of student affairs. Our campuses, whether large or small, are places where students come together with peers and others to learn and grow. This is true whether the student is attending directly out of high school, is first-generation embarking on an unfamiliar journey or is post-traditional returning to change careers. Student affairs professionals are charged with creating and sustaining learning environments and experiences for students. We must consider our student partners as key stakeholders in the process of developing these opportunities.

My path in student affairs has afforded me an opportunity to work at several institutions serving a variety of students. My career began at a small, public liberal arts college that served a mix of regional and national students. As a feeder for post-graduate professional programs, academics was a strong focus on this campus. From there I moved to a mid-sized regional community college. The student mix was very different and included those looking to transfer to a state university and those seeking a terminal degree in a trade or technical skill. Finally, I arrived at my current institution - a health sciences college. My students are highly motivated, post-traditional learners who come to us for a specific education and experience. In all of these settings, the opportunity to engage students continues to be important although the means for doing so varies.

More recently, emerging issues such as mental health, sexual assault and gender-based violence and crisis management have taken much of my time and attention. While these issues have been difficult, the opportunity to influence and address these from a policy perspective has been stimulating and provides me with a renewed sense of purpose. Even though my role continues to evolve and my responsibilities to students has expanded beyond that of engagement, I enjoy interacting across divisions and collaborating with others, both on my campus and with colleagues at other campuses, to address these common concerns.

The challenge faced throughout my career has been one of creating the right opportunities so students could find their voice. Not only must we create these safe learning environments and experiences for students, but we must do so in a way that encourages personal growth. Regardless of the institutional type or student mix, this tenet of student affairs does not change. Higher education, and particularly student affairs, must place students at the center of our decision making and focus our efforts on lifelong learning beyond the walls of our institution. Student affairs professionals assume an important role in achieving this outcome.

Dr. Hampton Hopkins is the dean of student affairs and enrollment management at Carolinas College of Health Sciences in Charlotte, NC. He has more than 20 years of experience in student affairs. His involvement with NASPA has included serving on the board of directors as the director of the Small Colleges and Universities Division and in various other roles.

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Student affairs is... from a leadership perspective

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My story is not unlike the many who have preceded me and those who will follow me into a student affairs life. It started on a small college campus where as a student I found my connection through student activities.

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Kouzes, J., Posner, B. (2014). Five practices of exemplary leadership. [digital image]. Retrieved from http://www.halogen.sg/home/what-we-do/for-youths/student-leadership-challenge/

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Talentsmart Inc. (n.d.). About emotional intelligence. [Digital image]. Retrieved from http://www.talentsmart.com/about/emotional-intelligence.php

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Skills that Leaders with Great Emotional Intelligence Have.

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Skills that Leaders with Great Emotional Intelligence Have.

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In 1995, psychologist and science journalist Daniel Goleman published a book introducing most of the world to the nascent concept of emotional intelligence. The idea--that an ability to understand and manage emotions greatly increases our chances of success--quickly took off, and it went on to greatly influence the way people think about emotions and human behavior.

But what does emotional intelligence look like, as manifested in everyday life?

For the past two years, I've explored that question in researching my forthcoming book, In doing so, I've identified a number of actions that illustrate how emotional intelligence appears in the real world.

1. You think about feelings.

Emotional intelligence begins with what is called self- and social awareness, the ability to recognize emotions (and their impact) in both yourself and others.

That awareness begins with reflection. You ask questions like:

What are my emotional strengths? What are my weaknesses?

How does my current mood affect my thoughts and decision making?

What's going on under the surface that influences what others say or do?

Pondering questions like these yield valuable insights that can be used to your advantage.

The pause is as simple as taking a moment to stop and think before you speak or act. (Easy in theory, difficult in practice.) This can help save you from embarrassing moments or from making commitments too quickly.

In other words, pausing helps you refrain from making a permanent decision based on a temporary emotion.

3. You strive to control your thoughts.

You don't have much control over the emotion you experience in a given moment. But you can control your reaction to those emotions--by focusing on your thoughts. (As it's been said: You can't prevent a bird from landing on your head, but you can keep it from building a nest.)

By striving to control your thoughts, you resist becoming a slave to your emotions, allowing yourself to live in a way that's in harmony with your goals and values.

4. You benefit from criticism.

Nobody enjoys negative feedback. But you know that criticism is a chance to learn, even if it's not delivered in the best way. And even when it's unfounded, it gives you a window into how others think.

When you receive negative feedback, you keep your emotions in check and ask yourself: How can this make me better?

5. You show authenticity.

Authenticity doesn't mean sharing everything about yourself, to everyone, all of the time. It does mean saying what you mean, meaning what you say, and sticking to your values and principles above all else.

You know not everyone will appreciate your sharing your thoughts and feelings. But the ones who matter will.

6. You demonstrate empathy.

The ability to show empathy, which includes understanding others' thoughts and feelings, helps you connect with others. Instead of judging or labeling others, you work hard to see things through their eyes.

Empathy doesn't necessarily mean agreeing with another person's point of view. Rather, it's about striving to understand--which allows you to build deeper, more connected relationships.

7. You praise others.

All humans crave acknowledgement and appreciation. When you commend others, you satisfy that craving and build trust in the process.

This all begins when you focus on the good in others. Then, by sharing specifically what you appreciate, you inspire them to be the best version of themselves.

8. You give helpful feedback.

Negative feedback has great potential to hurt the feelings of others. Realizing this, you reframe criticism as constructive feedback, so the recipient sees it as helpful instead of harmful.

9. You apologize.

It takes strength and courage to be able to say you're sorry. But doing so demonstrates humility, a quality that will naturally draw others to you.

Emotional intelligence helps you realize that apologizing doesn't always mean you're wrong. It does mean valuing your relationship more than your ego.

10. You forgive and forget.

Hanging on to resentment is like leaving a knife inside a wound. While the offending party moves on with their life, you never give yourself the chance to heal.

When you forgive and forget, you prevent others from holding your emotions hostage--allowing you to move forward.

11. You keep your commitments.

It's common nowadays for people to break an agreement or commitment when they feel like it. Of course, bailing on an evening of Netflix with a friend will cause less harm than breaking a promise to your child or missing a major business deadline.

But when you make a habit of keeping your word--in things big and small--you develop a strong reputation for reliability and trustworthiness.

12. You help others.

One of the greatest ways to positively impact the emotions of others is to help them.

Most people don't really care where you graduated from, or even about your previous accomplishments. But what about the hours you're willing to take out of your schedule to listen or help out? Your readiness to get down in the trenches and work alongside them?

Actions like these build trust and inspire others to follow your lead when it counts.

13. You protect yourself from emotional sabotage.

You realize that emotional intelligence also has a dark side--such as when individuals attempt to manipulate others' emotions to promote a personal agenda or for some other selfish cause.

And that's why you continue to sharpen your own emotional intelligence--to protect yourself when they do.

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In 1995, psychologist and science journalist Daniel Goleman published a book introducing most of the world to the nascent concept of emotional intelligence. The idea--that an ability to understand and manage emotions greatly increases our chances of success--quickly took off, and it went on to greatly influence the way people think about emotions and human behavior.