Genevičve L. Picard
When young people dream of a university career, they typically imagine themselves teaching, working in a laboratory or conducting field research – they rarely see themselves one day becoming an actual university administrator, such as the chair of a department. Yet during the course of their career, many academics will indeed be presented with just such opportunities to hold positions of leadership at their institutions.
Until very recently, and not unlike their colleagues at other Canadian universities who were suddenly promoted to positions of management, faculty members at the University of Ottawa had few options when they needed formal guidance or advice in their new positions. They could either rely on an informal support network — with its inherent limits — or take external courses and workshops that often didn’t take into account the special challenging aspects of managing in a university context, where collegiality takes precedence over power relationships.
In line with the strategic objectives of Vision 2010, the University decided there was a pressing need to formalize a development plan for university executives. Accordingly, it set up the Centre for Academic Leadership whose mission is to develop leadership qualities among executives recruited from faculty. The centre endeavours to support executives in their role, facilitate networking, prepare the next generation and promote women in the university administration.
“The University needs leaders who will support and initiate change, leaders who will allow the organization to achieve its goals,” says Jacques Barrette, director of the centre.
The program is based on ten workshop modules addressing issues of team work and strategic partnerships, negotiation, career development and collective bargaining. The modules are offered several times a year and last on average one day.
Helen Knoll, coordinator of the centre, describes the ‘ideal program’: “Let’s say that a person is appointed department chair in April. We would like that person to begin with the modules My Role as Chair and Self Assessment, Personal Development and Leadership. Afterwards, he or she can choose up to four or five additional modules throughout the year and participate in our co-development and mentorship programs.”
The centre’s management is particularly proud of the mentorship program which has already received glowing reviews. As Knoll tells it, the mentors get as much satisfaction from their experience as their protégés.
To date, about 100 participants have benefited from the centre’s courses. While some of these are offered only to those faculty members already occupying management positions, others, such as Self Assessment, Personal Development and Leadership are open to all. In some instances, where professors were considering an administrative position, taking the My Role of Chair module helped them to make an informed decision — a course of action the centre’s management encourages.
The next round of development and leadership workshops will be offered in mid-May 2006. For detailed information, call extension 4793 or visit the centre’s Web site.
