Providing direction and exercising influence are the two functions at the core of most definitions of leadership. Leaders work with others to create a shared sense of purpose and direction and to achieve shared goals. Kouzers and Posner conducted research to analyze thousands of personal best leadership experiences in which they found remarkably similar patterns of action.
The best boards are those in which the sum adds up to more than the individual parts. Boards operate as collectives of individuals.
And what are -- and should be -- the competencies of those individuals? This essay looks at the individual competencies of board members that will help improve how the collective governs.
Individuals matter to boards. Some college and university boards have constituent representatives -- for example, students, faculty, members of a religious order, alumni -- and therefore accept nominations made by others.
Whatever the selection process, people join boards for a host of reasons and with a wide variety of backgrounds and expertise. Some trustees have never served on a nonprofit board, let alone that of an academic institution.
Others have corporate board experience and may lack knowledge of higher education and shared governance. Thus, the importance of a comprehensive orientation for new trustees. Too often orientations, if done at all, are quick and incomplete and include a campus tour and lunch with a student or two.
Unfortunately, this last element is often overlooked -- and with consequences. And although they can be elected or appointed, elected rogues are especially problematic because they typically can only be removed by the electorate or when their terms end.
Therefore, they can do a lot of damage over both the short and long term. Start With the Selection It is common practice for institutions with self-perpetuating boards to build a roster of talented individuals. Distinguished alumni, community members and corporate and nonprofit leaders are cultivated for future board openings.
Institutions typically match potential board members against a list of criteria that include: Some colleges and universities add other criteria to the mix, such as: One governance consultant tells the story of a board in which half the members were lawyers and the other half were church leaders.
They had limited expertise in or experience with key areas such as finance and audit, risk, real estate, capital projects, and higher education. And, as the consultant said, they were in constant battle, either arguing or praying.
Some public institutions go a step farther and develop a list of individuals who meet stated criteria and take those names to the governor.
Then Add Competencies Savvy boards and presidents are moving beyond individual demographics and expertise and individual wealth to get to actual individual governance competencies: For each of these competencies, the report defines the individual trustee competency, lists behaviors associated with the competency and provides sample interview questions to identify the competency in a prospective trustee.
The ability to apply complex concepts, develop creative solutions or adapt previous solutions in new ways for breakthroughs in the field. Makes complex ideas or situations clear, simple or understandable, as in reframing a problem or using an analogy; fosters creation of new concepts that may not be obvious to others to explain situations or resolve problems; looks at things in new ways that yield new or innovative approaches -- breakthrough thinking; shifts the paradigm; starts a new line of thinking; encourages these behaviors in others.They help to establish the conditions that enable others to be effective (Leithwood & Riehl, ).
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Compassion Competence Communication Courage Commitment. Compassion in Practice – One year on Contents Foreword 02 The Francis Report, the Keogh Report, the Cavendish Care, Compassion, Competence, Communication, Courage, and Commitment, reflected the values we. Please read first the accompanying notes for advice on how to successfully complete your Report.
Published: Mon, 5 Dec In a changing world, competence becomes more than just a level of knowledge, skills and behaviours used to improve performance. In order to achieve continuous competence, learning and development must be continued. I can understand the main points of clear standard speech on familiar matters regularly encountered in work, school, leisure, etc. I can understand the main point of many radio or TV programmes on current affairs or topics of personal or professional interest when the delivery is relatively slow and clear. They help to establish the conditions that enable others to be effective (Leithwood & Riehl, ). Kouzers and Posner () conducted research to analyze thousands of personal best leadership experiences in which they found remarkably similar patterns of action.
Complete this Report electronically. Each part of each subsection can be expanded to allow you to provide sufficient evidence of . I can understand the main points of clear standard speech on familiar matters regularly encountered in work, school, leisure, etc.
I can understand the main point of many radio or TV programmes on current affairs or topics of personal or professional interest when the delivery is relatively slow and clear. By establishing standards for teacher competence in student assessment, the associations subscribe to the view that student assessment is an essential part of teaching and that good teaching cannot exist without good student assessment.