Stream 2: Team Leadership

2.1 Leading Diverse Stakeholders

Wednesday, November 28, 2012
9:00am - 12:00pm
Arig Girgrah, Assistant Dean, Student Affairs

Session Description

In the context of an increasingly diverse mix of students, staff, faculty and other stakeholders involved in the enterprise of higher education and learning in Canada, effective communicating, teaching, advising and administering will require greater intercultural competence.  This session will explore the value of conceiving diversity leadership as a cultural change effort and, therefore, (positional or non-positional) leaders as change agents. Within this framework, the session will invite participants to consider, discuss and envision action across three domains:

1. individual or intrapersonal attitudes and behaviours;
2. interpersonal skills and leadership practices; and
3. organizational or cultural values, policies and norms.

Session Objectives

The aim of the session is to offer frameworks and tools to assist participants to develop a greater capacity to more effectively work in and lead culturally diverse environments. Participants in the session will have the opportunity to:

• Reflect on dimensions of diversity in relation to awareness of self and others;
• Discuss concepts (e.g. implicit bias, intercultural orientation, social power) in relation to leadership practices;
• Consider diversity and intercultural development frameworks as culture change tools; and
• Identify and work through challenging and/or complex diversity leadership scenarios.

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2.2 Leaders as Facilitators and Communicators

Wednesday, January 9, 2013
9:00am - 12:00pm 
Sheila Pinchin, Health Sciences Education

Session Description

“Communication is the real work of leadership.” (Nitin Nohria, Harvard Business School) We will focus on some key communication skills such as active listening, providing effective feedback, leading through questions, and effective written presentations to help you begin this “real work”. This workshop will contain short information sessions, followed by activities to develop some of these skills.

Session Objectives

Participants will:

• Practice active learning skills;
• Apply effective feedback strategies;
• Consider questioning techniques; and
• Integrate key concepts into effective presentations.

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2.3 Mentorship

Wednesday, January 23, 2013
9:00am - 12:00pm
Ben Kutsyuruba, Faculty of Education

Session Description

Mentoring relationships are paramount for leaders to help followers successfully adjust to administrative requirements. Moreover, leaders are often viewed as coaches, role models, advisors, supporters, supervisors, guides, and mentors. Being a mentor involves being a role model - sometimes as an employer, a friend, a supporter, and always as a guide.  Mentorship is based on a partnership that involves providing both support and direction to protégés. This session will help participants develop an essential skill of mentorship and understand how and when to adapt mentor's response to the protégé's developmental needs. This session will utilize the model of Adaptive Mentorship ® (by Drs. Ralph & Walker) as an example of adaptive approach to developing and improving mentorship relationships in organizations.

Session Objectives

This session is aimed to assist participants in achieving highest performance potential in mentorship relationships through responsive support and direction.

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2.4 Leading Innovation and Change

Wednesday, February 27, 2013
9:00am - 12:00pm 
Ben Kutsyuruba, Faculty of Education

Session Description

Leaders are often charged with management of change and innovation as a result of reforms, societal transformation, and global movements. Change management is a structured approach to transitioning individuals, groups, and organizations from a current state to a desired future state. This session will focus on the leader’s role in the organizational process aimed at empowering others to accept and embrace changes in their environments. The session will focus on the force-field analysis approach to analyze the change process and appreciative inquiry approach to develop the perceived need for change and design appropriate strategies and solutions in order to avoid change failures.

Part of this session will include an analysis and strategies derived from a Queen’s study using Concerns Based Adoption Model to facilitate curriculum change.  The role of leaders as well as adopters will be discussed.

Session Objectives

Participants will develop the understanding of planned and unplanned change, leadership’s styles, group dynamics, and skills necessary to align expectations, communication, and people training in organizations. Participants will identify different roles in curriculum change and innovation and develop strategies to move change forward

Click Here to Register via Moodle