Leadership & Management Commission UPCEA Annual Conference | Toronto | 6-9 April 2011 Professional Competencies for Today’s CE Leaders Findings from the 2010 Leadership and Management Survey 7 April 2011
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Professional Competencies for Today’s CE Leaders
Findings from the 2010 Leadership and Management Survey
7 April 2011
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Topics to Cover
• Introduction (Lisa Braverman, FIT)
• Research Context (Christopher Dufour, Sloan-C)
• Survey Methodology (Keith Lynip, UMass Dartmouth)
• Survey Results (Dawn Gaymer, Western Michigan)
• Focus Group Discussion (Alice Eichholz, Walden)
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
RESEARCH CONTEXT
Professional Practice of Continuing Higher Education
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
How did I Determine this Research Project for my Dissertation Study?
• Interested in expanding on the literature regarding the practice of continuing higher education
• The beginning of a comprehensive practice description for the field of CHE did not exist
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
What is a Practice Description?
• Areas of Practice
• Responsibilities
• Tasks
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
What are the Benefits to a Field or Profession that has Developed a Practice Description?
• Defining Practice
• Develop Practice-Oriented CPE Courses
• Training and Development Tool
• Identify Competencies in the Field
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
What were the research questions explored in the study?
• What are chief CHE administrators’ perceptions of the importance of each area of practice identified in the literature and through their experience to the successful functioning of their CHE operation?
• What are chief CHE administrators’ perceptions of the importance of each responsibility identified in the literature and through their experience to each area of practice?
• What are the tasks that CHE managers perceive as falling under the responsibilities identified by the chief CHE administrators within the study?
• What comprises the beginning of a comprehensive practice description for the field of CHE?
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
What was the research design and methodology employed in this dissertation study and who was surveyed?
• 42 Chief CHE administrator’s participated in round 1 and 2 of the Delphi study (Survey contained the areas of practice identified in the literature) as well as responsibilities
• Survey sent to managers who reported to the Chief CHE administrator’s
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Results of surveys from samples one and two sent to chief CHE administrator’s and survey sent to CHE managers
• 12 areas of practice and 79 responsibilities were identified
• 530 tasks were delineated under the responsibilities through surveying the CHE managers reporting to the chief CHE administrators
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Where you can find the resulting practice description?
• http://www.personal.psu.edu/cpd1
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
SURVEY DESIGN
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Survey Design
• Areas of practice were distilled into 22 competency statements
• Likert scale + comments
• Survey request sent to current senior UPCEA leadership (commissioners, past presidents, and the board).
• 37 responses
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
SURVEY RESULTS
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Sizing up the Survey
• Thirty-seven responses from CE leaders (primarily senior level)– Directors– Deans– Executive Directors– Vice Provost– President– Vice Chancellor
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Years of Experience in CE
5%
11%
14%
70%
UPCEA Leadership Competency Survey
0-5 years6-10 years11-15 years16 or more years
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Institution Profiles
73%
24%
3%
Institution Type
Public college or universityPrivate not-for-profit college or universityFor-profit college or universityOther (please specify)
8%
92%
Highest Degree
Master'sDoctorate
3%5%
92%
Institution Size
2,000-4,9995,000-9,99910,000 or more
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
UPCEA RegionUPCEA Leadership Competency Survey
New EnglandMid-AtlanticSouthCentralWestOther (please specify)
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
THE twenty-two Competencies?
• The vast majority were deemed somewhat important or very important
• Very few considered neutral• None were considered unimportant• So, where does this leave us?• Develop a picture by looking at the degrees of
difference
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
COMPETENCIES BY RANKING: TOP TEN
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Top Ten
1. Demonstrates sound judgment, effective decision-making2. Communicates effectively within complex organizations3. Is results-oriented; takes initiative4. Is accountable and dependable5. Exhibits creative, innovative thinking and problem solving6. Is able to motivate teams of employees, faculty, students7. Is adaptable and flexible8. Can build strategic alliances9. Is entrepreneurial, can develop new education markets10. Tolerates ambiguity and risk
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
1. Demonstrates sound judgment and effective decision-making
UPCEA Leadership Competency Survey
Very important
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
2. Communicates effectively within complex organizations
97%
3%
UPCEA Leadership Competency Survey
Very importantSomewhat important
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
3. Is results-focused; takes initiative
92%
8%
UPCEA Leadership Competency Survey
Very importantSomewhat important
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
4. Is accountable and dependable
92%
8%
UPCEA Leadership Competency Survey
Very importantSomewhat important
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
5. Exhibits creative, innovative thinking and problem solving
89%
11%
UPCEA Leadership Competency Survey
Very importantSomewhat important
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
6. Is able to motivate teams of employees, faculty, and students
87%
14%
UPCEA Leadership Competency Survey
Very importantSomewhat important
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
7. Is adaptable and flexible
84%
16%
UPCEA Leadership Competency Survey
Very importantSomewhat important
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
8. Can build strategic alliances and partnerships
84%
16%
UPCEA Leadership Competency Survey
Very importantSomewhat important
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
9. Is entrepreneurial and can extend education into new markets
84%
16%
UPCEA Leadership Competency Survey
Very importantSomewhat important
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
10. Tolerates ambiguity and risk
78%
22%
UPCEA Leadership Competency Survey
Very importantSomewhat important
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Top Ten
1. Demonstrates sound judgment, effective decision-making2. Communicates effectively within complex organizations3. Is results-oriented; takes initiative4. Is accountable and dependable5. Exhibits creative, innovative thinking and problem solving6. Is able to motivate teams of employees, faculty, students7. Is adaptable and flexible8. Can build strategic alliances9. Is entrepreneurial, can develop new education markets10. Tolerates ambiguity and risk
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
The Middle Six11. Understands institutional strategic vision.
78% Very Important | 22% Somewhat Important
12. Negotiates effectively. 73% Very Important | 27% Somewhat Important
13. Possesses good planning and organization skills. 70% Very Important | 30% Somewhat Important
14. Possesses curiosity and imagination. 70% Very Important | 27% Somewhat Important | 3% Neutral
15. Has a customer service focus68% Very Important | 27% Somewhat Important |5% Neutral
16. Promotes and practices openness and empowers others68% Very Important | 27% Somewhat Important | 5% Neutral
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
The Bottom Six
17. Is a passionate advocate, loyal to organizational and CE values and goals60% Very Important | 40% Somewhat Important
18. Is an educator and learner57% Very Important | 35% Somewhat Important | 8% Neutral
19. Is Energetic, with a sense of humor54% Very Important | 38% Somewhat Important | 8% Neutral
20. Is up to date on the best practices in executive (CE) management 41% Very Important | 51% Somewhat Important | 8% Neutral
21. Is successful at community outreach and at developing learning communities (greatest spread)38% Very Important | 49% Somewhat Important | 14% Neutral
22. Possesses a global vision, multicultural literacy22% Very Important | 73% Somewhat Important | 5% Neutral
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
SOME OF THE COMMENTS
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Navigating Change(from the comments)
“Leaders in our field must have multi-dimensional perspectives, to meet the constantly changing environment and the ability to think strategically and work collaboratively both with internal and external constituents. In our complex setting of higher education, continuing education leaders need to develop effective methods to engage in constant renewal.”
“The ability to create structures and processes to accommodate dynamic changes will help continuing education leaders create programs that transform rapidly changing events into manageable or desirable situations. “
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Minimum Requirements or Unrealistic Expectations?
“What is the intention of this survey? This is a waste of time . All of the 22 items should be rated ‘Very important’ as they are the ‘minimum standards’ for a CE leader.”
However...
“It seemed like you covered everything that was somewhat or very important -- all of which unfortunately don't exist in any one person!”
“Ideally, I'd answer Very Important to each statement, however it's not likely one person could fill that role.”
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Dimensions of Leadership
“As important as any one characteristic is, [the most important competency] is the ability to create a culture that values these traits, identify individual strengths, and position self and reports to encompass these areas.”
“It is particularly wise to emphasize the human dimension of leadership and where biography meets leadership; interpersonal skills and a value-driven approach to leading is more critical than skills found in textbooks or trendy tomes in leadership.”
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Support for UPCEA as a competency
“Willing to support the national association and share with others.”
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
FOCUS GROUPS
Leadership & Management CommissionUPCEA Annual Conference | Toronto | 6-9 April 2011
Focus Group Questions
• Did we miss anything on the list of competencies?
• What is your view about the level of importance of the competencies? Would you have reordered the competencies? If so, how so?
• What additional research would you suggest?• How will you use the results of this research?