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Leading from the Middle: Rationale and Impact of Pitt's Program

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One of three panel presentations at "Leadership Development in Action: Changing Lives, Changing Libraries," delivered March 27, 2015 at the ACRL National Conference in Portland OR, this session describes the motivation, learning objectives, curriculum, and evaluation of a leadership development program for the University Library System at the University of Pittsburgh

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Leading from the Middle: Rationale and Impact of Pitt's Program

  1. 1. Leadership Development in Action: Changing Lives, Changing Libraries Leading from the Middle: Rationale and Impact of Pitt’s Program Presented at the ACRL National Conference March 27, 2015 Karen Calhoun, University Library System (ULS) ksc34@pitt.edu
  2. 2. What Motivated Program Creation? ●Strategic action chosen in inclusive planning process
  3. 3. Overview of program ●Year long, hands on ●14 workshops ●Self-assessment and leadership development ●About a dozen librarians and staff each year ●Selected by ULS Senior Staff (selection based on talent for innovation) ●Details: http://works.bepress.com/karen_calhoun/63/
  4. 4. Learning Objectives SELF • Self aware • Confident • Centered and focused • Perceptive • Flexible COMMUNICATION • Crucial conversations • Meetings • Presentations • Communications planning WORKING WITH OTHERS • Inclusive • Change agent • Project management • Teambuilding • Delegation • Conflict management
  5. 5. Curriculum Leadership Program Workshops Self assessment and strengths Time management Organizational change Effective meetings Project management (2 days) Project management practicum Professional online presence Team building Delegation and conflict management Research methods (e.g., focus groups) Effective presentations Presentations practicum (lightning talks) Crucial conversations (2 days) Communications planning Shaded cells: BLUE: Team-taught or taught by external subject matter expert YELLOW: Practicum
  6. 6. Evaluation Data/Participant Feedback ● “In a period of great transition, the program has provided a means of better navigating that transition and helping colleagues do the same.” ● “I’ve gained so much more confidence” ● “I learned to see myself realistically, my strengths and the role I can play” ● “Each session has resulted in positive change to my work habits or practice” ● “I’ve gained considerable insight into the struggles and triumphs of the … ULS.” ● Average post-workshop rating of individual workshops (2012-2013 program) = 4.5 (5 point scale)
  7. 7. Cost per participant • Annual program cost per person about $2,200 • No travel expenses • More affordable than external programs
  8. 8. Thank you! ksc34@pitt.edu Word cloud source: 2012-2013 Leadership Program participant responses to a survey about program outcomes.