Effective Leadership and Resource Management
Effective Leadership and Resource Management
1. Research
2. Situated Context
2.1. Western University's effective structures that support leadership growth, professional learning and resource development
2.1.1. Ivey Business School
2.1.1.1. Ivey's Material Context
2.1.1.1.1. Budget
2.1.1.1.2. Technology
2.1.1.1.3. Ivey's Organizational Structure
2.1.1.1.4. Staffing
2.1.2. Western's Professional Context
2.1.2.1. Diversity
2.1.2.1.1. Duty to Accomodate
2.1.2.1.2. Equity and Human Rights Services
2.1.2.1.3. Accessiblity
2.1.2.2. Learning Organization and Capacity Building
2.1.2.2.1. Tools
2.1.2.2.2. Department Philosophy
2.1.2.2.3. Learning Infrastructure
2.1.2.3. Western's Policies and Procedures
2.1.2.3.1. Policy enactment
2.1.2.3.2. Policy making
2.1.2.3.3. Policy Management
2.1.2.4. Employee Groups & Collective Agreements
2.1.2.4.1. UWOSA
2.1.2.4.2. GTA
2.1.2.5. Western's Mission
2.1.3. Western's Material Context
2.1.3.1. Budget
2.1.3.2. Technology
2.1.3.3. Western's Organizational Structure
2.1.3.3.1. Challenges
3. External Context; meeting the demands of external accountability
3.1. Higher Education Quality Council
3.2. City of London
3.3. London Community
4. Personal Leadership Strengths
4.1. Managing Expectations
4.1.1. Use data effectively
4.1.2. Time support
4.1.3. Partnerships with experts
4.2. Credibility; consistent quality service
4.3. Constructive Communication
4.4. Experience; best practices
4.5. Problem Solving Expertise
4.6. Authentic knowledge and understanding
4.7. Emotional Intelligence
4.8. Caring; relational trust
4.8.1. Integrating best attributes of different leadership styles
4.8.1.1. Transformational
4.8.1.2. Instructional
4.8.1.3. Distributed
4.9. Ministry of Training, Colleges and Universities
4.10. Enabling Psycholgoical Resources
4.10.1. Optimisim
4.10.2. Self-efficacy
4.10.3. Resilience
4.10.4. Proactivity
5. Areas of Growth
5.1. Aims of Education
5.1.1. Redefining purpose
5.2. Evidence-based
5.2.1. Building a culture in which the use of data is valued
5.3. Increased Accountability
5.3.1. Building sense of internal accountability
5.4. Shared decision making
5.4.1. Engaging staff resisting change
5.5. Minimize disruptions from work
5.5.1. Implement systematic procedures for best practices
6. Challenges with Resource Management
6.1. Time
6.2. Manage efficient budgetary processes in support of vision and goals
6.3. Aligning and realigning school's goals with multiple stakeholders priorities as they change
6.3.1. Managing relationships and stakeholders attitudes
6.3.1.1. Morale
6.3.2. Revisit and adjust
6.4. Managing resistance to change
6.4.1. leadership
6.4.2. faculty
6.4.3. students
6.4.4. other stakeholders
6.5. Availability
6.5.1. Securing resources
6.5.2. Accessibility
6.5.3. Ivey's Professional Context
6.5.3.1. Ivey's Culture
6.5.3.1.1. Culture-in-action
6.5.3.1.2. Managing Relationships; relational trust
6.5.3.1.3. Pressure for improvement
6.5.3.1.4. Facilitating environment; change capacity
6.5.3.1.5. Trust
6.5.3.1.6. Ethos (Ethics)
6.5.3.2. Ivey's Vision (authentic, shared, long term)
6.5.3.2.1. Direction Setting
6.5.3.2.2. Achievement
6.5.3.2.3. Student learning
6.5.3.2.4. Improving Instructional Programs
6.5.3.2.5. Data-driven decision making
6.5.3.2.6. Maintain a safe and healthy environment
6.5.3.2.7. Powerful context for decision making
6.5.3.2.8. Successful integration
6.5.3.3. Ivey's Policies and Procedures
6.5.3.3.1. Poilcy enactment
6.5.3.3.2. Policy making
6.5.3.3.3. Policy management
6.5.3.4. Ivey's Leadership
6.5.3.4.1. Accountability
6.5.3.4.2. Communicate core values
6.5.3.4.3. Creating high expectations
6.5.3.4.4. Investment in time
6.5.3.4.5. Recognition
6.5.3.4.6. Professional development advocates
6.5.3.4.7. Distributive control; Collective Cognitive Responsibility
6.5.3.4.8. Instructional Leadership