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Professional Competency Area for Student Affairs Educators

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Professional Competency Area for Student Affairs Educators

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Inside Higher Ed | Higher Education News, Events and Jobs

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Inside Higher Ed | Higher Education News, Events and Jobs

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Free Higher Education News, Jobs, Career Advice and Events for college and university faculty, adjuncts, graduate students, and administrators.

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Faculty and administrative positions at colleges and universities. Now listing 100,262 jobs. Updated daily. Free to job seekers.

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Academe's Me Too movement has thus far focused on professors harassing students, or senior professors harassing junior professors. And that makes sense, given the obvious power differential between those groups: in many cases, students depend on faculty members for not only grades but mentorship, recommendations and professional opportunities. Much the same can be said for the dynamic between junior and senior faculty members. Yet a recent case highlights the fact that professors, too, may be vulnerable to abuse by students.

Last week, a judge issued a temporary restraining order against a student at Florida SouthWestern State College accused of harassing and stalking a faculty member. The history instructor, Matthew Vivyan, asked the court for the order after his college issued the student a no-contact order, which she allegedly violated multiple times via email.

According to Vivyan's petition to the court, Sofia Diaz was a student of his in the fall. Starting in January, he says, "she began making inappropriate comments to me when she would stop by my office," sometimes with "sexual overtones." Diaz allegedly began sending Vivyan emails about her clairvoyant visions, some of which were threatening or hostile, such as "The rest of your life awaits you. I'm waiting, idiot." Vivyan says other emails referred to his personal life, one of which mentioned his sister by name but confused her with someone Diaz believed to be his ex-girlfriend. Another said he has a baby with a woman and demanded that he take a paternity test, but Vivyan says that relationship is imagined. Yet another emailed accused Vivyan's parents of abusing him.

"Diaz has made my life miserable," the petition says. "I am fearful for my safety, I dread opening my emails and I fear my professional future due to her threats."

Vivyan did not immediately respond to a request for comment. Diaz told the local ,which has been covering the case, that she hadn't "been convicted of anything, and I already have people looking at me different."

The allegations are "affecting my job," she added. "It's really sad how people will believe things, and they don't even know if they are true or not."

Florida SouthWestern State issued Diaz a trespass warning last week, according to the News-Press. Vivyan's petition says that Diaz is suspended, but the college did not confirm that.
Elusive Data
Statistically speaking, the most common kind of sexual misconduct on college and university campuses is student-on-student harassment or assault. And again, students are more vulnerable to abuse from professors than professors are to abuse from students. But student-on-faculty harassment -- what's known as academic contra-power harassment -- exists.

There is relatively little recent research on the topic, at least as compared to quid pro quo harassment in academe, in which someone with institutionally conferred power hints at or demands sexual favors in exchange for professional ones. But a 2012 study of 524 professors in the NASPA Journal About Women in Higher Education found that 91 percent reported at least one act of student incivility or bullying and 25 percent experienced at least one "sexual behavior" from a student. Women, racial minorities, younger faculty members and those with less experience and credentials reported more such instances, and more women than men reported a "serious incident" of student incivility, bullying, aggression or sexual attention during their careers.

A related 2016 study found that female professors reported significantly more negative outcomes as a result of contra-power harassment, such as anxiety, stress-related illness, difficulty concentrating or wanting to quit, than their male peers. Male professors were more likely to highlight experiences with sexual harassment in particular than were women, who recalled more disrespectful or disruptive student behaviors.

Claudia Lampman, interim vice provost for student success and a professor of psychology at the University of Alaska at Anchorage, wrote the 2012 study and co-wrote the 2016 one. She said via email that there are "many different types of power" and that contra-power harassment sometimes stems from sociocultural imbalances. So women and minority professors "are more likely to be threatened and challenged by students -- usually white males," she said.

"When men faculty are sexually harassed, it usually takes the form of a request -- an exchange of sex for grades, for example. In this case, the student doing it is using their sexual capital," she added. So it's not about power as much as it is about "desperation."

Brett Sokolow, executive director of the Association of Title IX Administrators, said that allegations from faculty members of sexual harassment by students have "ticked up," of late, "given the overall sensitivities to misconduct within academia." But they remain rare, he said, making up approximately 2 percent of the harassment allegations his organization sees.

Beyond it being relatively unusual, Sokolow said that many faculty members also still hesitate to report contra-power harassment, out of concern that doing so will "make them look like ineffective classroom managers." But an increasing number of male professors are coming forward to pre-emptively report "awkward" interactions with students, he said, "or making sure we are aware of sexual come-ons from students, and that they turned the student down."

Sokolow said these faculty members may be fearful that a "refusal" will be turned against them, and so wish to go on record with their institutions' Title IX offices.

William Kidder, interim associate vice president for Title IX and strategic initiatives at Sonoma State University, has studied harassment in academe. His research has focused on faculty or administrators harassing students, as the disparity in power "accentuates the risks and vulnerabilities around sexual harassment," he said. Yet he's seen contra-power harassment multiple times over his career as an administrator, against teaching assistants as well as professors.
Student Accountability
As for consequences, Kidder said that most public and private institutions will hold students accountable for contra-power harassment, since student codes generally cover misconduct directed at anyone affiliated with the college or university.

Enforcement of such codes can be difficult where student-on-faculty harassment involves anonymity, however, he said -- such as when students write inappropriate or harassing comments in their evaluations of professors' teaching. When that happens, junior and midcareer female professors are disproportionately targeted, Kidder said, echoing other research on biases in student evaluations (though he noted male professors are targeted in this way, too).

Sokolow said that students "may wield some power" in some instances, but not the institutional power "at the heart" of a quid pro quo claim. So faculty reports of harassment by students much more typically get classified as hostile environment claims.

Title IX coordinators take such claims as seriously as they would student-on-student claims, Sokolow said. And frequently, the same standards, policies and procedures will apply to "any harassment by a student, regardless of whether they have targeted another student, faculty member or other employee."

Hans-Joerg Tiede, associate secretary for academic freedom, tenure and governance at the American Association of University Professors, said his organization can aid professors harassed by students, but that it isn't often asked to do so.

As for whether the same standards of conduct that apply to professors should apply to students, Tiede said yes -- generally. Sexual harassment "should not be tolerated by members of either group," he said, and both accused professors and students should receive appropriate due process following a complaint.

Not all complaints get the same kind of institutional attention, however. Last year, for example, an adjunct at a public university wrote anonymously for Inside Higher Ed 's "Conditionally Accepted" blog, recounting being harassed by a male student at a former campus.

"At one point, he locked me in my own office and tried to proposition me," the adjunct wrote. "In the aftermath, I experienced firsthand how little the administration at my institution seemed to know about sexual assault and harassment, as well as how few concrete procedures were in place to help me and others in my position to deal with being assaulted or harassed."
Advice From a Fellow Professor
The institution's webpage had little information on what to do, the adjunct wrote, and "when I reached out to my colleagues in the administration and on the faculty, for the most part, they also turned a blind eye to my situation. Meanwhile, the harassment did not stop. I felt alone, scared and unprotected."

The adjunct didn't give up, however, and said the institution changed its related polices and procedures as a result. Among other tips, the adjunct advised fellow professors who are harassed by students to search out campus Title IX procedures and to make sure that all communication with the student is in writing via email, to serve as permanent date and time stamps.

"Remember that you do not have to allow yourself to be revictimized. You do not have to continue to sit in meetings telling your story over and over again," the adjunct wrote. "You do have the right to legal counsel. File a complaint with the federal Equal Employment Opportunity Commission office in your state if you feel your case has not been handled appropriately by your employer."

Lampman said campuses should aim to build cultures of respect, in which students are told there doesn't have to be "a power differential for sexual harassment to occur. It is not ok even if your professor ostensibly has more power."

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'Contra-power' harassment of professors by students isn't that common, but it's real

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Academe's Me Too movement has thus far focused on professors harassing students, or senior professors harassing junior professors. And that makes sense, given the obvious power differential between those groups: in many cases, students depend on faculty members for not only grades but mentorship, recommendations and professional opportunities.

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8 Essential Qualities That Define Great Leadership

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8 Essential Qualities That Define Great Leadership

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Company leaders are facing a crisis. Nearly one-third of employees don't trust management. In addition to this, employers now have to cater to the needs of the millennial generation. On average, after graduating from college, a millennial will change jobs four times before they are 32. Most of them also don't feel empowered on their current jobs.

It's clear that many leaders are failing to foster a sense of trust and loyalty in their employees. Fortunately, that doesn't have to be the case. Managers who show great leadership qualities can inspire their teams to accomplish amazing things, according to Daniel Wang, the creator of Loopring Protocol and founder of the Loopring Foundation. Loopring is a decentralized automated execution system that trades across the crypto-token exchanges. The platform reduces the cost of trading and shields users from counterparty risk. I've distilled my conversation with Wang to eight of the most essential qualities that make a great leader.
1. Sincere enthusiasm
True enthusiasm for a business, its products, and its mission cannot be faked. Employees can recognize insincere cheerleading from a mile away. However, when leaders are sincerely enthusiastic and passionate, that's contagious. For instance, someone who worked with Elon Musk on the early stages of his SpaceX project said that the true driver behind the success of the project was Musk's enthusiasm for space travel.

Wang says being enthusiastic helps a leader identify existing key problems in his industry. "Any innovation starts from these problems and ends with products and services, with some of the key issues resolved," he said.
2. Integrity
Whether it's giving proper credit for accomplishments, acknowledging mistakes, or putting safety and quality first, great leaders exhibit integrity at all times. They do what's right, even if that isn't the best thing for the current project or even the bottom line.

"When people see evidence that leaders lack integrity, that can be nearly impossible to recover from," Wang said. "Trust lost is difficult to get back."
3. Great communication skills
Leaders must motivate, instruct and discipline the people they are in charge of. They can accomplish none of these things if they aren't very skilled communicators. Not only that, poor communication can lead to poor outcomes. Leaders who fail to develop these skills are often perceived as being weak and mealy-mouthed, according to Wang. It's also important to remember that listening is an integral part of communication.
4. Loyalty
The best leaders understand that true loyalty is reciprocal. Because of this, they express that loyalty in tangible ways that benefit the member of their teams. True loyalty is ensuring that all team members have the training and resources to do their jobs. It's standing up for team members in crisis and conflict.

"Great leaders see themselves as being in a position of service to their team members," Wang said. "Employees who believe leadership is loyal to them are much more likely to show their own loyalty when it matters."
5. Decisiveness
A good leader isn't simply empowered to make decisions due to their position. They are willing to take on the risk of decision making. They make these decisions and take risks knowing that if things don't work out, they'll need to hold themselves accountable first and foremost.

Further, bosses who aren't decisive are often ineffective. Too much effort working on consensus building can have a negative effect. Rather than simply making a decision, many leaders allow debate to continue, and then create a piecemeal decision that satisfies no one.
6. Managerial competence
Too many organizations try to create leaders from people who are simply good at their jobs. To be clear, those who emerge as being very good workers often have important qualities. They are the ones who have a strong understanding of the company's products and services. They understand company goals, processes, and procedures. All of these are important.

On the other hand, being good at one's job doesn't prove that someone possesses the other competencies they need. For example, can they inspire, motivate, mentor and direct? Wang illustrates with major league baseball. While nearly all coaches have backgrounds as major league players, the most winning players aren't necessarily the most successful coaches.
7. Empowerment
A good leader has faith in their ability to train and develop the employees under them. Because of this, they have the willingness to empower those they lead to act autonomously. Wang says this comes from trusting that their team members are fully up to any challenges they face. When employees are empowered, they are more likely to make decisions that are in the best interest of the company and the customer as well. This is true, even if it means allowing workers to go a bit off script.
8. Charisma
Simply put, people are more likely to follow the lead of those they like. The best leaders are well-spoken, approachable and friendly. They show sincere care for others.

"People at all levels of an organization find it easy to relate to them and follow their lead," Wang concluded.

Every one of these qualities is absolutely essential to great leadership. Without them, leaders cannot live up to their full potential. As a result, their employees will never perform as well as they can either. Because of this, organizations must learn the best ways to identify and also to develop these necessary traits in existing and emerging leaders.

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8 Essential Qualities That Define Great Leadership

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Company leaders are facing a crisis. Nearly one-third of employees don't trust management. In addition to this, employers now have to cater to the needs of the millennial generation. On average, after graduating from college, a millennial will change jobs four times before they are 32.

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How great leaders inspire action | Simon Sinek

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How great leaders inspire action | Simon Sinek

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How Great Leaders Inspire Action | Simon Sinek | TED

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The more that you, as a leader, manage each of these areas, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.

Emotional Intelligence in Leadership

1. Self-awareness

If you're self-aware, you always know how you feel, and you know how your emotions and your actions can affect the people around you. Being self-aware when you're in a leadership position also means having a clear picture of your strengths and weaknesses, and it means behaving with humility.

So, what can you do to improve your self-awareness?

Keep a journal. Journals help you improve your self-awareness. If you spend just a few minutes each day writing down your thoughts, this can move you to a higher degree of self-awareness.

2. Self-regulation

Leaders who regulate themselves effectively rarely verbally attack others, make rushed or emotional decisions, stereotype people, or compromise their values. Self-regulation is all about staying in control.

This element of emotional intelligence, according to Goleman, also covers a leader's flexibility and commitment to personal accountability.

So, how can you improve your ability to self-regulate?

Hold yourself accountable. If you tend to blame others when something goes wrong, stop. Make a commitment to admit to your mistakes and to face the consequences, whatever they are. You'll probably sleep better at night, and you'll quickly earn the respect of those around you.

Practice being calm. The next time you're in a challenging situation, be very aware of how you act. Do you relieve your stress by shouting at someone else? Practice deep-breathing exercises to calm yourself. Also, try to write down all of the negative things you want to say, and then rip it up and throw it away. Expressing these emotions on paper (and not showing them to anyone!) is better than speaking them aloud to your team. What's more, this helps you challenge your reactions to ensure that they're fair!

3. Motivation

Self-motivated leaders work consistently toward their goals, and they have extremely high standards for the quality of their work.

How can you improve your motivation?

Re-examine why you're doing your job. It's easy to forget what you really love about your career. So, take some time to remember why you wanted this job. If you're unhappy in your role and you're struggling to remember why you wanted it, try the Five Whys technique to find the root of the problem. Starting at the root often helps you look at your situation in a new way. And make sure that your goal statements are fresh and energizing. For more on this, see our article on Goal Setting.

4. Empathy

For leaders, having empathy is critical to managing a successful team or organization. Leaders with empathy have the ability to put themselves in someone else's situation. They help develop the people on their team, challenge others who are acting unfairly, give constructive feedback, and listen to those who need it.

If you want to earn the respect and loyalty of your team, then show them you care by being empathic.

How can you improve your empathy?

Respond to feelings. You ask your assistant to work late - again. And although he agrees, you can hear the disappointment in his voice. So, respond by addressing his feelings. Tell him you appreciate how willing he is to work extra hours, and that you're just as frustrated about working late. If possible, figure out a way for future late nights to be less of an issue (for example, give him Monday mornings off).

5. Social Skills

Leaders who do well in the social skills element of emotional intelligence are great communicators. They're just as open to hearing bad news as good news, and they're experts at getting their team to support them and be excited about a new mission or project.

Leaders who have good social skills are also good at managing change and resolving conflicts diplomatically. They're rarely satisfied with leaving things as they are, but they don't sit back and make everyone else do the work: they set an example with their own behavior.

So, how can you build social skills?

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Emotional Intelligence in Leadership - Learning How to Be More Aware

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Relating to others is vital in today's workplace. Learn how to build your emotional intelligence (EI) with this article.

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https://hbr.org/2014/07/the-skills-leaders-need-at-every-level

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Transformational Leaders Will Rule the 21st Century

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Transformational Leaders Will Rule the 21st Century

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BOSTON-Effective leadership is the most critical factor for organizational success in the 21st century, and the old pyramid structure won't suffice, according to Sheri Nasim, president and CEO of the San Diego-based Center for Executive Excellence. Companies that want to continue to grow need to embrace transformational leadership, she said during a presentation at the recent The Future of Work conference.

The pyramid structure worked in the 20th century, when manufacturing companies employed most of the workers, and the employment contract was strictly transactional, she said. In this system, employees came to work, did their jobs, collected wages and went home. There was a physical and emotional distance between leaders and employees. Leaders sat in offices removed from the manufacturing floor and viewed employees simply as a cost of labor, not as individuals with lives outside of work.

In the 1970s, leaders began to actively engage employees, turning the old pyramid structure on its head. This new servant leadership model worked especially well in service-based companies, which were growing in number.

However, neither of these models is effective today, Nasim said.

"Under the pyramid system, communication stagnates and silos grow," she explained. Leaders have a vested interest in building bureaucracy and protecting the status quo in order to keep their jobs, even though this isn't necessarily in the best interests of the company.

Servant leadership worked when the economy was stable, she noted, but it isn't well-suited to a volatile economy such as the one we've experienced in the most recent decades. Enter transformational leadership.

Leaders of the future "must be willing to be transformed-to learn and grow from those they lead," Nasim said.

"In a service-based economy, you don't just want employees to bring their hands" to work, she noted. "You want them to bring their hearts and minds." The good news is, that's what employees want, too-to roll up their sleeves and figure out ways to help the organization grow, she said.

What Transformational Leaders Do Differently

Nasim described the seven characteristics of transformational leaders:

They are committed to a new way of living. "It's become a badge of honor to be busy," Nasim said, but rather than pack every minute with activity, leaders need to create "margins and white space" in their lives. They can then catch up with information and turn it into insights.

They model, mentor and help develop a new society. "In a transformational leadership model, we get to do things with people," Nasim said, as opposed to doing things for people. Leaders need to model this idea. When employees no longer have to fight for respect, they can focus that energy on helping the company grow. "You cannot fake transformational leadership," Nasim stressed. Leaders must instead model it.

They embrace new standards of success. In the world of "big data," companies can measure just about everything, Nasim said, but they tend not to measure culture because "it's fuzzy and they can't hold it in their hands." That's a mistake. Culture trumps everything in the organization and has a huge impact on the bottom line, she said. Transformational leaders should incorporate culture into the performance management system, she told attendees.

They arouse intellectual curiosity. Not many people like change, but it's necessary for growth. "Transformational leaders have to be able to create an organization that can pivot with change" and bring new services, Nasim said. They need to constantly look at what else the company can do to benefit all stakeholders, and they need to inspire others to do the same.

They develop new relationships of unlikely friends. If a leader listens only to like-minded people, "that's a dangerous situation," Nasim said. Transformational leaders surround themselves with people who have different perspectives-or better yet, contrary perspectives-in order to see the whole picture.

They value humility. Leaders need to have a certain amount of confidence, but arrogance can get the organization in trouble, Nasim said. She cited the recent Volkswagen emissions scandal as an example. Nasim said transformational leaders regularly ask themselves three questions:

What good can I do with my power?

What harm can I do with my power?

What can I do to stay humble?

They understand the requirements for lasting change. Transactional leaders focus on short-term goals, while transformational leaders make decisions that benefit the organization in the long run, Nasim explained. Rather than spending time determining how to acquire and maintain power, they focus on doing what's good for the organization and even the community.

Erin Binney is a staff writer for SHRM.

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Transformational Leaders Will Rule the 21st Century

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BOSTON-Effective leadership is the most critical factor for organizational success in the 21st century, and the old pyramid structure won't suffice, according to Sheri Nasim, president and CEO of the San Diego-based Center for Executive Excellence. Companies that want to continue to grow need to embrace transformational leadership, she said during a presentation at the recent The Future of Work conference.

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Toxic culture of education: Joshua Katz at TEDxUniversityofAkron

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Executive Search Firm | Executive Recruiters * Y Scouts

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Transactional leadership, also popularly known as managerial leadership, has its primary focus on supervising, organizing, and assessing performance of groups.

Transactional leaders expect followers to be compliant, and ensure this by way of rewards and punishments. In this approach, the leader is not looking forward to transforming or improving the future, but just wants things to remain the same. Transactional leadership is ideal to carry out projects that need to be done in a systematic and structured manner.

How do you identify a transactional leader? Here are some tell-tale signs.
1. Extrinsic motivation
A transactional leader aims to elicit desired performance from the team by motivating them externally. Employees are rewarded for behaving in the expected manner, and punished for any deviation. The relationship between the employee and the leader is a transactional one.
2. Practicality
One of the most distinct characteristics of a transactional style of leadership is practicality. Their approach to solving problems is one of pragmatism, and they take all realistic constraints and opportunities into account.
3. Resistant to change
Because transactional leaders do not seek to transform things, they tend to be highly resistant to change. The leader wants everything to remain strictly as they are, and do not believe in improving working conditions to make things better.
4. Discourage independent thinking
These leaders do not encourage employees to act creatively or think for themselves. Independent thought and risky actions are frowned upon, and this is because the leader is not innovative and believes that things are good as they are.
5. Rewards performance
The leader will keep a watchful eye on the performance of all employees based on specific goals and targets that have been set for them. They are quick to notice when employees achieve a predetermined goal, and will reward them appropriately. Similarly, they are also aware of poor performance and withholds the reward in such instances.
6. Constrained thinking
A transactional leader is happy to work within the existing systems and constraints, and will operate from within the boundaries to achieve the goals of the organization. They tend to think inside the box for solving problems. While they may be able to handle routine affairs, they are often stumped when faced with the problem that requires a creative solution.
7. Passive
This leadership style is quite passive because the focus is on maintaining status quo. The leader tends to only react to things that happen, and does not take proactive steps to prevent problems. The most notable behavior associated with this leadership is establishing criteria for assessing and rewarding performance.
8. Directive
Expect to be micromanaged and directed if you're working under transactional leader. This type of leader believes that it is up to him to make all the decisions, and employees must simply follow their directives or instructions.
9. Emphasis on corporate structure
The transactional leader places a lot of importance on hierarchy, and the corporate structure and culture. The leadership style compliments rigid organizational hierarchy.
10. Emphasis on self-interest
The motivational style of a transactional leader is one of appealing to the self-interest of the employee. If the employee achieves a certain goal, they are rewarded. There isn't much emphasis on teamwork or achievement of group goals.

Y Scouts is an executive search firm that helps nonprofits and social enterprises find exceptional leaders. We believe the right leaders make all the difference. We have pioneered a revolutionary approach to identify exceptional leaders and match them to the positions you need. We're passionate about the power of the right connections. Contact us if you are looking to find an exceptional leader. Or, to be considered for exceptional leadership opportunities with our clients, please take the first step by joining the Y Scouts Leadership Community.

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Linda Volhein

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10 Transactional Leadership Characteristics, Attributes and Traits

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Transactional leaders expect followers to be compliant, and ensure this by way of rewards and punishments. In this approach, the leader is not looking forward to transforming or improving the future, but just wants things to remain the same. Transactional leadership is ideal to carry out projects that need to be done in a systematic and structured manner.

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Situational Leadership Theory: Providing Leadership through Flexibility

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Situational Leadership Theory: Providing Leadership through Flexibility

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Situational Leadership theory was originally created by Dr Paul Hersey, a professor and author of "Situational Leader"

and Ken Blanchard, author of the bestselling "The One Minute Manager

.

This model states that in the modern world, a leader cannot just rely on one management style to fit all situations. Mangers and leaders must be flexible in their leadership styles , in order to get the best out of their teams and individuals.

The situational leadership theory argues that for leaders to be truly successful, they must adjust the way they lead their teams, to suit two factors:

The 'task maturity' of the people they are leading - That is, how competent a person or team is at the task at hand.

The details of the task -

In situational leadership theory, leaders place more or less emphasis on the task, and more or less emphasis on the empowerment with the people they're leading, depending on what's needed to get the job done successfully

The Situational leadership model represents four quadrants. Each quadrant denotes a different leadership style.

The diagram can be seen below:

Matching the Leadership Styles

The different leadership styles in situational leadership theory, range from S1 to S4 and vary in the level of leadership involvement direction involved.

This level of direction and control and ultimately, the correct leadership style to use, is understood by mapping the 'Development Level' (D1 to D4) of the team or individuals against one of the quadrants.

In other words, by asking, how competent the team/individual is at completing the task at hand, one can gauge a level from D1 to D4 in maturity. This then allows the leader to pick the correct style to suit the team / individual's competency levels, by matching the appropriate leadership style to their development levels.
Looking at the diagram:
D1 task maturity is mapped to S1 leadership style

D2 task maturity is mapped to S2 leadership style

D3 task maturity is mapped to S3 leadership style

D4 task maturity is mapped to S4 leadership style

The 4 Leadership Styles

(S1) Telling: Normally at this level of maturity, the individuals or team do not have much task knowledge. They are yet to learn the skills needed to be proficient and so they need clear direction and guidance. As a result, the necessity is to be told how to do something and what to do. To this end, the style reflects much of an autocratic behaviour .

(S2) Selling : This is the next step up in the development cycle and although the leadership style is slightly less autocratic, it still requires a good degree of direction from the leader, whereby he/she now begins to explain ideas and the reasons for such. This approach helps the individual / team to start to develop their skills and reasoning. With this style, leaders begin to sell their message to influence and develop the team.

(S3) Participating: At this level of development, the leader adjusts their style to reflect a more democratic stance and focuses further on relationships and less on task direction. He/ She allows the team(s) to create their goals but works with them to do this.

The main aim here is to develop the team further to take action and to think more autonomously, releasing the leash, if you like, and giving them greater scope for self-leadership.

(S4) Delegating: At this point in the cycle, the team are now competent. Their levels of development are high with the task at hand, and the leadership style reflects a hands-off approach. The manager now delegates goal creation and decision making to the team and as such, they competently get on with the task; setting goals, creating plans and executing them autonomously. The leader is normally kept abreast through regular updates.

Using the Situational Leadership Model

The whole idea of situational leadership is to be able to flex your style to suit the task and the individual's needs. This is based on tasks, so an person can easily be a D1 on one task and a D4 level on another. This person then should be managed differently, depending o ntheir task competency.

Knowing what level of competency each individual is at, is the key to the effective use of this model. Once understood, the leader has a good blue print to be able to use to constantly flex their style to suit the situation and the individual's / team's growth.

Your task as an effective manager is to keep developing your team through the cycle, so if an individual is at S4 (delegation level) for a specific task, try to add an additional level of responsibility and complexity, so they start back at S1, working with and leading them through levels 1-4 again.

This pattern is a continuous loop, and enacted correctly, the leader can develop empowered, energised and highly skilled teams.

For more information on how and when to adjust your leadership styles, and how to follow a system to get results, you can purchase our Ebook, The Flexible Leader System. It's packed with:

Examples and case studies to help you apply the concepts of flexible leadership

Templates to help you understand the situation and apply the correct leadership style in the workplace

Flash cards to help you remember the key concepts while at work.

A detailed step by step road-map on how to implement this situational leadership theory with your teams.Plus 5 Free Bonuses:

A Learning Journal to help you accelerate your leadership learning

A Skills Matrix to help you track your team's capabilities and improve them

The Daily Stand-up Meeting E-Workbook - How to engage your team and provide laser focus in as much as a few minutes per day

The Flexible Leader System Reference Card - for quick and easy reference when in your job

the Coaching Cheat Sheet - learn the 5 step process to coach your team affectively, and which is the exact system is use with my clients.

Flexible Leadership is Key

Growth and productivity effectively have a symbiotic relationship with good leadership. To get the best out of a team, the situational leadership theory suggests that a leader must understand to manage people effectively with reference the tasks they are set and their level of competency.

It would be suicide to introduce a novice and let them get on with a highly complicated task that requires years of training to become competent in. This person would soon become unhappy, stressed and demotivated. That is before he/she walks out!

So too, it is of just as much detriment to productivity and morale if a team member is so competent at a task that they can easily do it quickly, efficiently and competently, but they are still being micro-managed. This scenario will lead to feelings from the individual of being stifled in development, not trusted and even anger at the supervisor for being a bad manager.

It is clear that flexibility is critical for effective leadership to take place. As with the definition of leadership , the critical thing to do is to lead and manage individuals effectively so they can work in harmony with the team and achieve the objectives set.
The task of the manager therefore, is to:
1. Recognise the different leadership styles available in situational leadership theory

2. Be bold enough to adjust your style appropriately to match the individual's needs

3. Learn from your mistakes and develop as a leader - Practice makes perfect.

If you can master becoming a flexible leader using the principles from situational leadership theory, then your team can develop and improve and so too your team(s) outputs and goals.

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Situational Leadership Theory: Providing Leadership through Flexibility

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Situational Leadership theory was originally created by Dr Paul Hersey, a professor and author of "Situational Leader" and Ken Blanchard, author of the bestselling "The One Minute Manager. This model states that in the modern world, a leader cannot just rely on one management style to fit all situations.

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New York Times Best-Selling Author, Dr. John C. Maxwell teaches the high points of The 5 Levels of Leadership at The Chick-Fil-A Leadercast. For info on attending The 5 Levels of Leadership One-Day Workshop in a city near you, please visit http://www.johnmaxwell.com/events/workshops/the-5-levels-of-leadership

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Servant Leadership: How To Put Your People Before Yourself

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Servant Leadership: How To Put Your People Before Yourself

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"The servant-leader is a servant first. It begins with the natural feeling that one wants to serve, to serve first." - Robert K. Greenleaf

If I took five minutes to talk to your team about their thoughts of you as a leader, what would they say? Would they say that you were a servant leader?

For as long as I can remember, I have had an extremely strong and uncommon desire to serve others. As I have grown and developed as a professional and leader, I have realized that my innate desire to serve has catapulted my career to astronomical heights; all because I have always followed my desire to serve first. A leader with a servant's heart is a truly invaluable asset, and everyone in a leadership position should seek to adopt this type of mentality.

Often times, we confuse leadership with dictatorship. A dictator barks out orders and does not take into account the wants and needs of others. A servant leader is the complete opposite. A servant leader works tirelessly to develop his or her people and is focused on what they can do for others.

I have compiled a few examples of what it means to be a servant leader, and most importantly, ways that you can establish a culture of servant leadership within your organization.

1. Let others see you serve and encourage them to join you. It is of the utmost importance that my employees and clients alike witness me in service. For example, this past holiday season I organized a book donation drive to provide books to the residents of one of my favorite charities, Martha's House, which is a local transitional facility for women who are reentering society post-incarceration. I donated copies of my own books and encouraged other authors and people on my team to do the same. Collectively, we donated over 50 books. I simultaneously gave back to the community while showing my team what it means to embody service.

2. Make sure they know that you care. We've all heard the famous quote, "They don't care how much you know until they know how much you care." It is crucial that leaders know and understand the message and meaning behind this quote. Being knowledgeable does not make you a good leader, being caring does. A leader who shows his or her team that they care will not have to worry about loyalty or poor customer service. Place the importance of taking care of your people above the importance of your bottom line. When you take care of your people, they will take care of your customers. Get creative with finding ways to show your team that you care. It could be something as small as a $5 gift card to their favorite store or offering a kind word when they have experienced a personal trauma.

3. Invest in your people. The biggest investment you can make in your people is your time. Your team wants to spend time with you. Giving your time is a surefire way to let them know how much you care. Spending quality time with your team will impact their job performance directly and will, therefore, have great impacts on your bottom line. Spend time connecting with them as often as you can. Talk to them about non-work related topics and show genuine interest in them as a person. You'd be surprised how much this will mean to your team.

4. Don't place restrictions on your willingness to serve. For a servant leader, no job is beneath their pay grade. A true servant leader is willing to clean toilets if necessary. If you are in leadership, do not make the mistake of feeling or thinking that you are above grunt work. Your team can sense this type of attitude, and it is off-putting. It also puts distance between you and your team. Never be afraid to roll up your sleeves and go to work.

Successful leaders maintain a servant's heart and thus encourage their people to do the same. Imagine what your business's culture would look like if you and all of your team became servant leaders. What impact would this have on your customers' experiences? Only good can come from you showing your people what it means to serve first. I challenge you to explore ways to foster servant leadership in your own leadership style and among your team as well.

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Servant Leadership: How To Put Your People Before Yourself

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"The servant-leader is a servant first. It begins with the natural feeling that one wants to serve, to serve first." - Robert K. Greenleaf If I took five minutes to talk to your team about their thoughts of you as a leader, what would they say?

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When Charismatic Leadership Goes Too Far

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When Charismatic Leadership Goes Too Far

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In most cases, charisma is a useful quality for CEOs. Many work hard to develop charismatic skills. Especially when an organization is asked to become more innovative and to perform beyond normal levels, having followers with an unusually strong belief in the leader and their vision increases the odds of success.

But charisma has a dark side that can sap the strength and potency from an organization. If it grows too powerful, the leader becomes ineffective at motivating others and at driving the business.

Charisma is often misunderstood. Historian Arthur Schlesinger helped popularize the term in the 1960s. As it became used widely, he complained that the word had been reduced to simply "a chic synonym for 'heroic'...or even just 'popular.'" It became widely used during and after World War II, when it was used to describe Franklin Roosevelt and Winston Churchill...but was just as frequently applied to Adolf Hitler and Benito Mussolini. The sociologist Max Weber defined the "charismatic organization" as one that exists not due to a legal structure or a strong tradition but to the personal magnetism of the person leading it. That's one reason the word "charismatic" often comes up when describing the dynamics of cults.

Insight Center

Leadership Article

Leadership is changing - fast.

Up to a point, having a magnetic leader - someone that people want to follow - is good for an organization that has to go through significant change. Charismatic leaders are skilled at articulating a compelling vision that inspires followers. They're also adept at reading the environment and sensing the needs of followers to tailor a message that will have the most impact. Charismatic leaders are good storytellers who use symbolism and metaphor to make stories come alive.

But true charismatic leadership is more than just a set of techniques to excite followers. Rather, it comes from the leader's observable behavior, displaying a deep belief in the promise and possibilities of the organization, a sense of optimism for the probability of success, and a willingness to take personal risks and make sacrifices to turn the vision into reality. Often, followers admire a charismatic leader enough to actively try to develop some of the leader's distinctive qualities in themselves.

Bu charisma can be a slippery slope. Over time, deepening loyalty creates negative changes in the leader's behavior. A leader must be attuned to early signs of this shift, which sounds easier than it is.

There are five phases that take place as a leader's charisma shifts from a positive to a negative quality:

The first phase is characterized by the subtle sense on the part of followers that the leader does not want to be questioned. Followers may begin to quietly complain that the leader is becoming hubristic and acts like they believe they're the smartest person in the room.

The second stage flows logically from the first: sensing the leader's diminished appetite for being questioned or challenged, followers begin to self-censor, asking fewer questions and no longer playing devil's advocate. One person reported: "The last time I [pushed back], he came back with a bunch of reasons why I was wrong, and I felt stupid. I'm not going there again." Instead of fostering healthy dissent, the charismatic leader begins to be surrounded by "yes" people.

As the leader begins to hear only praise and admiration, they enter the third stage: a negative cycle in which compliments and agreement cause them to become overconfident. Leaders in this stage create their own sense of reality and become resistant to evidence that they may be incorrect. While the first and second stages mostly involve recognition by followers, the third stage involves a distinct shift in behavior by the leader.

If nothing is done to stop this cycle, it progresses to the fourth stage. Since the leader's views and actions are the only ones that matter, followers reduce their willingness to be proactive. They wait for directions and become passive. Decision making slows down. Efforts at strengthening teamwork stop, and meetings change from a time of joint decisions and buy-in to being when the leader announces what everyone else should do. Leaders in this situation complain: "If I want something done right, I need to do it myself." Because followers begin to grow disillusioned, this stage ends with rising employee turnover.

The fifth stage is characterized by people continuing to follow and ostensibly do only what is necessary but with a deep diminishment in enthusiasm and spirit. They still hear and comply with what the leader wants, but the passion is gone because they don't feel that they are a part of it anymore. Eventually, they stop listening and become cynical. Creativity and productivity decline. What was once a shared, common vision is now just the leader's vision. The leader feels unsupported and followers feel estranged.

What should leaders be aware of to prevent a slide down this slope? First, charismatic leadership is as seductive for the leader as for followers, and the better one is at it, the easier it is to be blind to signs of trouble. Second, the relationship between leader and followers is delicate and requires constant tending. If not managed well by both, a slippery slope can lead to behavior that will destroy the success that they have achieved. Third, while both leader and followers have responsibility to manage their relationship, the leader has far more power to determine the outcome. If he or she does not allow for feedback and dissent, followers will accommodate rather than push back. Fourth, the slippery slope that results has certain points where negative effects can be reversed, but if they're ignored, the accelerating momentum will be impossible to stop, causing failure that damages the leader and organization.

Because each situation is different, there aren't steps that will always avoid or solve problems. In general, though, there are two areas where leaders, especially charismatic ones, should concentrate. One has to do with the culture of the organization, and the other is about themselves and how they lead.

Sliding down the slippery slope will be less likely if the culture emphasizes open communication, including a structured method to extract learning from every success and mistake. Forums must exist where the big bets of the strategy are debated, including a talent plan that ensures a match between the strategy and the people who must achieve it. Feedback must be a company norm that people are trained in, and it must be encouraged and rewarded.

On the personal front, the keys for the leader are self-awareness and self-management. Being self-aware is, in effect, believing there's a camera filming every move one makes, a humbling mindset that encourages leaders to view themselves as followers do. The leader must make the choice to let others in on their thinking; the right people could include a board member and direct reports with the skills and the license to offer advice.

Managing stress must be a priority. Depending on the leader's needs and personality, doing so could include such steps as structure or personnel changes, restructuring one's administrative system to conserve time, wise use of a balanced set of trusted advisors who act as honest brokers, and tending to one's overall wellness, perhaps through an exercise program or meditation.

Charisma, when it's based on deep conviction of shared success and when it's skillfully projected, can help a leader be very effective and an organization thrive even during difficult times. But avoiding its dark side requires the leader to add attention to the culture, self-awareness, self-management, and, perhaps most of all, the humility necessary to truly listen.

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When Charismatic Leadership Goes Too Far

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In most cases, charisma is a useful quality for CEOs. Many work hard to develop charismatic skills. Especially when an organization is asked to become more innovative and to perform beyond normal levels, having followers with an unusually strong belief in the leader and their vision increases the odds of success.

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Why good leaders make you feel safe | Simon Sinek

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Why good leaders make you feel safe | Simon Sinek

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Why good leaders make you feel safe | Simon Sinek | TED

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Real Life Leadership Lessons From Real Life Leaders

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Real Life Leadership Lessons From Real Life Leaders

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Everyone is talking about leadership. There are hundreds of articles and millions of quotes. Quotes from Sir Richard Branson and Barack Obama. Quotes from Michael Jordan and Kobe Bryant and Marc Cuban.

I spend a lot of time thinking about leadership, and what it means. Recently, at the bottom of one of my articles, I asked readers to write me about their definition of this topic, and what makes a good leader, great.

I received many messages, and enjoyed them all. I realized that leadership comes from a variety of people, in an array of industries. Here are some quotes from real people that are leading teams. You don't have to be the president of the United States to lead. The following are some of the most important areas of leadership from the messages I received from you. Thanks to everyone who wrote in.

On Motivation: Washington Carrato, owner of said, " Being a great leader is all about timing and knowledge. A good leader knows when to criticize when to praise when to encourage, and when to demand more from their team. Being a leader does not mean working in isolation. Nobody knows the answer to every problem, and it is essential to understand your shortcomings, and consistently learn and develop. A good leader will seek out a mentor to learn from and bounce ideas off."

On A Team's Role And Leadership: Charles Crawford, CEO of Crawford and O'Brien & Keeva Organics , said "A great leader knows how to pick the best players for the team and coordinate them to work together and focus on their strengths so the team is one powerful unit, just like how the Spartans, SWAT teams and any other elite military force attacks and wins battles."

On Time Management: Mike Slavin, CEO of Wealthstake I nc said, "Leadership, broken down to its three most basic elements, is providing clear direction, securing the appropriate resources (whether human, monetary, or other), and applying force at the correct times."

On The Impetus: Max L. Fuller, CEO of Express Truck Driving Jobs , told me "Strong leadership is important in sticking to your brand's values and purporting an image to the public. However, a strong internal leadership is also vital in strengthening a business's' core. It is crucial for the leader of a company to demonstrate acts of goodwill without reciprocation towards their associates or clients. In doing so, clients and employees alike see that a company's prosperity is not only for its own gain, but something extended towards those who have helped a company achieve such goals. In the trucking industry, many organizations and companies rely on a genuine system of Good Samaritan efforts - helping those out when you are doing well knowing that the act of good faith will be returned. Something as simple as communicating with an associate to better understand their brand is many times just as meaningful as something fiscally related. Through this, employees will visualize how to use their available resources to extend gestures to valued clients when they have the opportunity to do so."

On Flexibility Leadership: Izhok Chernyak, founder of Best Advisor , said "A good leader is flexible in their approach and capable of inspiring, empowering and motivating their team to achieve maximum productivity. Great leaders have excellent communication skills and will alter their leadership methods to suit each situation, leading by example on a daily basis. Nobody knows everything, and so a good leader will listen to advice and input from their team members, thus encouraging growth and development. A little praise goes a long way towards maintaining morale, and the majority of employees will take great pride in being recognized by their boss."

On The Importance Of Listening: "When it comes to being a first class leader, one of the most important things to remember is to listen to your team. So many leaders are convinced that strong leadership requires brilliant oratory, and that is certainly true in some cases. But listening is one of the most underused and undervalued traits of a good leader. Without listening it is impossible to truly understand what your team requires, and this in turn then causes a potentially catastrophic breakdown in communication. There is a reason when you have two ears, and one mouth and a great leader recognizes this," Andri Kawel, CEO of Forex Trading News, told me.

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Real Life Leadership Lessons From Real Life Leaders

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Everyone is talking about leadership. There are hundreds of articles and millions of quotes. Quotes from Sir Richard Branson and Barack Obama. Quotes from Michael Jordan and Kobe Bryant and Marc Cuban. I spend a lot of time thinking about leadership, and what it means.

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33 Higher Education Conferences You Should Be Attending in 2018

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33 Higher Education Conferences You Should Be Attending in 2018

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Are you a higher education professional looking to sharpen your skills, network with others in your field, or gain new insights into university marketing? All of these things and more can be achieved by attending a higher education conference!

Whether you attend one or all of the forums listed below, each of them are guaranteed to recharge you with new ideas that you can apply to your college's marketing strategies. With that in mind, here's a round-up of many higher ed. conferences occurring in 2018.

January

February

March

ACE 2018 - 2018 marks the 100th anniversary for this meeting, which is held by the American Council of Education. Networking opportunities will be available for a wide range of higher ed. professionals.

April

May

June

July

PKAL STEM Leadership Institute - Project Kaleidoscope's leadership institute is for early and mid-career STEM professionals, looking for ways to innovate their efforts in the classroom.

Institute 1: July 10-15, 2018

Institute 2: July 17-22, 2018

The Claggett Center

Adamstown, Maryland

August

September

October

International Conference of Education - Las Vegas - The fourth and final national installment of this educational conference will be in Las Vegas, and aims to bring both faculty and administration members together from all over the world.

October 7-10, 2018
LINQ Hotel and Casino

Las Vegas, Nevada

November

Did We Miss Any Conferences? Let Us Know!

Do you know of any other conferences, summits, or expos that aren't currently on our list? Simply get in touch with us today and let us know.

We look forward to hearing from you!

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33 Higher Education Conferences You Should Be Attending in 2018

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Are you a higher education professional looking to sharpen your skills, network with others in your field, or gain new insights into university marketing? All of these things and more can be achieved by attending a higher education conference!

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Higher Education Leadership: How to Create and Teach Your Leadership Framework

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Higher Education Leadership: How to Create and Teach Your Leadership Framework

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Higher Education Leadership: How to Create and Teach Your Leadership Framework

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Great Leaders Show Genuine Care for Their Teams

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Great Leaders Show Genuine Care for Their Teams

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Photo Credit: Disney Institute.

Abiding by the Golden Rule-"Treat others as you would want to be treated"-might spare hurt feelings, but it is not necessarily the most effective approach for leaders in the workplace. Instead, to foster and sustain true employee engagement, leaders should treat others as they would want to be treated.
At Disney Institute, we believe the extent to which you genuinely care for your employees is the same extent to which they will care for your customers and one another.
We have seen at Disney that one of the strongest signals of genuine care is personalized recognition of our Cast Members. Our leaders show their care in ways that are meaningful to each individual, not by defaulting to past practice, the leaders' own preference, or a one-size-fits-all approach.

Leaders who get to know their employees are better able to tailor recognition efforts and personalize the experience to the individual. For example, when you know which of your employees are extroverts and which are introverts, you can provide recognition appropriate for their personality types, given that extroverts often like to be rewarded publicly and introverts likely prefer to be recognized in a small group or privately.

Employees who feel personally and consistently cared for are more likely to pay individual attention to not only their customers and colleagues but also the work these people do. The key word is here is "consistently": Great leaders make employee engagement a regular, year-round priority, never limiting their show of appreciation to a single day or season. At Disney Institute, we believe the key to sustaining genuine care is to create a care strategy and then operationalize it all year long.

Here are four methods Disney leaders use to operationalize care strategies in our organization year-round:

1. Find as many ways as practically possible to regularly demonstrate genuine care for your people. This does not require anyone to spend lots of money. Employees don't expect elaborate gestures, but they want to know you care about them as individuals.

2. Practice intentional listening as a critical communication tool and a sign of engagement. When employees know leadership is listening to them, they feel a tremendous sense of value and worth, which, in turn, makes them feel genuinely cared for. Ask your employees questions (beyond employee surveys), actively listen to their answers, and take action based on what you hear.

3. Make the day-to-day work experience as hassle-free as possible. Find out what bugs your employees or makes their jobs more difficult. Although it seems like a small effort, resolving even minor annoyances can have a major impact on your employees' morale. When you make their jobs easier, your people feel cared for and listened to, which goes a long way toward creating a culture of commitment rather than one of compliance.

4. Encourage (and demonstrate) peer-to-peer care among employees. The three methods above are actions leaders can take to operationalize care strategies, but employees themselves can support leadership by showing care to one another. This is critical because peer-to-peer care is the purest and most genuine form of care; there is no company agenda. Employees who show their genuine care to one another create a strong sense of community and enhance the emotional connection between themselves and the organization.

Employee engagement isn't achieved overnight; great leaders make genuine care a regular, daily priority. Although the Golden Rule has its merits, it does not focus on what others want and how they feel. Leaders who get to know their employees personally can tailor the ways in which they demonstrate their care for their people. Ultimately, "showing the love" is one of the best investments we can make as leaders, and it pays dividends now and well into the future.

About Disney Institute
As the trusted, authoritative voice on the Disney approach to customer experience, Disney Institute uses business insights and time-tested examples from Disney Parks and Resorts worldwide to help organizations develop the customer experience culture they are capable of delivering. For nearly three decades, Disney Institute has helped professionals discover ways to positively impact their organizations and the customers they serve through immersion in leadership, service, and employee engagement. Unique to Disney Institute is the opportunity to go behind the scenes in a "living laboratory" to observe firsthand how Disney methodologies are operationalized and how they can be adapted and applied to any work environment.

Let our experience change yours. To learn more about courses that explore the Disney approach, visit DisneyInstitute.com.

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Great Leaders Show Genuine Care for Their Teams - SPONSOR CONTENT FROM DISNEY INSTITUTE

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Photo Credit: Disney Institute. Abiding by the Golden Rule-"Treat others as you would want to be treated"-might spare hurt feelings, but it is not necessarily the most effective approach for leaders in the workplace. Instead, to foster and sustain true employee engagement, leaders should treat others as they would want to be treated.