|Descriptive Title of Proposal:||Carleton Leader: Cultivating a Leader-ful University|
|Person(s) Responsible for the Idea||
|Name of Institution||Carleton University|
|Office Address||1125 Colonel By Dr.
2020 Dunton Tower
Ottawa, Ontario K1S 5B6
|Name (Senior Administrative Office of the Institution)||Duncan Watt|
|Title (Senior Administrative Office of the Institution)||Vice-President (Finance and Administration)|
|Office Address||503 Tory Building, 1125 Colonel By Dr.
Ottawa, Ontario K1S 5B6
Carleton Leader is a bold and innovative approach to leadership development within higher education. It focuses and invests in growing our organizational leadership capacity in faculty and staff so the university is better prepared to face the emerging challenges of our times, collectively and collaboratively.
It is a customized initiative developed for Carleton, by Carleton which challenges our traditional constructs and notions of leadership. It provides a collaborative environment for faculty and staff to come together to better understand and engage with each other, their teams and the university.
While Carleton Leader is still in its infancy - two years completed and into its third - it has already had a tremendously positive impact and influence on individuals, departments and the university as a whole. An integral part of the success and continued growth of Carleton Leader is the support of the university's senior leadership which recognizes that leadership exists throughout the university, at all levels and in all areas.
Carleton Leader is based on the philosophy of growing a "leaderful" community - the process of leading all together and at the same time, so that there is a chair at the table for every leader, regardless of title or role on our campus. Participants go through a practical and reflective learning process that moves from ME to WE to US, such that we create a community of empowered leaders who think about the broader impact of their leadership.
There are three streams of Carleton Leader Carleton Leader 1, 2 and 3. Cohorts from each stream are comprised of faculty and staff from across campus.
Participants in Carleton Leader engage with the underpinning principles of collective leadership. The principles are conveyed in a variety of ways, including leadership exchanges and Strategic Impact Groups (SI Gs), through the architecture of Carleton Leader.
By investing in our most valuable asset - our people - and harnessing their potential, Carleton Leader has resulted in participants having enhanced leadership confidence and competence, an expanding community of connected leadership practitioners, and innovative, tangible and meaningful contributions to the future of Carleton University.
|Criteria||Please submit one paragraph describing how the proposal fulfills each of the evaluation criteria.|
When Carleton University was considering renewing its leadership development efforts in 2012, a cross-functional team began looking for examples of cutting-edge initiatives in higher education. Above all, one stood out: The Sheffield Leader, based out of The University of Sheffield in the U.K. As a result, Carleton worked in partnership with The University of Sheffield to customize its model for Carleton, recognizing that the key principles could be adapted to meet the specific needs of our campus community. The result was the launch of Carleton Leader in 2013 – a unique approach to leadership development that brings both faculty and staff together in the journey. The collaborative relationship between Sheffield and Carleton continues today through information exchanges between the two universities, phone calls, meetings, as well as through presentations. Carleton and The University of Sheffield joined together to present the Leaderful philosophy at the Network for Change and Continuous Innovation (NCCI) to spread the word about how Carleton Leader is transforming the culture on our campus. Our success has already attracted the attention of more than 15 universities in the United States, Canada and the U.K, including Bradford University in the U.K., the University of Washington, Queen's University, University of Toronto and Western University. These institutions have heard how The Sheffield Leader was transformed into the Carleton Leader and they have reached out to learn more. Internally, there has been an unforeseen ripple effect, with Carleton's residence team adapting the Carleton Leader model into a leadership initiative for its student employees, as well as our Recreation and Athletics department examining the potential of this for its student staff.
The goal of Carleton Leader is to give faculty and staff the opportunity to develop their leadership capacity and use that in their day-to-day work at the university. We have heard that as a result of bringing faculty and staff together through Carleton Leader, new networks are being established which have helped identify new opportunities for collaboration and contributions to the campus community. Since launching Carleton Leader in 2013, our evaluation process includes soliciting regular feedback, including interviews and surveys six months after participants complete their modules, as well as receiving unsolicited comments - all of which allows us to ensure Carleton Leader maintains its relevance. In terms of the institutional impact at the ME/WE/US levels, faculty who have participated in Carleton Leader are engaging their students in new ways as a result of their experience, Carleton Leaders are being asked to be on high-level committees across the institution and new collaborations have grown out of Carleton Leader connections. As a direct result of work conducted in one of the SI Gs, the university has moved away from using "staff' as a generic reference, to a more meaningful "faculty and professional services staff," and has changed the name of the annual Employee Appreciation Day to Carleton University Appreciation Day - a cultural shift that has had a positive impact. Since Carleton Leader began, we've seen increased participation in workshops and training which links to Carleton Leader as the awareness, understanding, and peer-to-peer promotion of how and why this is important changes our perception and culture of continuous learning and improvement.
Feedback from Carleton Leaders:
Carleton Leader 1 Participants:
Carleton Leader 2 Participants:
Carleton Leader 3 Participants:
In 2016, Carleton Leader is entering its third year but is already having a positive impact across the university.
• Fierce Conversations (101 participants)
• Supervisory Development Series (62 participants)
• Harvard ManageMentor (48 participants)
• CoachingOurselves (set to launch)
• Carleton Scholar (75 participants)
Excellence Canada has specifically recognized Carleton Leader as a one-of-a-kind "leading practice" that is transforming leadership and culture at Carleton because it encourages crossfunctional team learning and innovation and, as a result, is one of the university's strengths. In addition to this third-party recognition, we have heard from faculty that Carleton Leader has changed the way they teach and interact with their students and the institution. Staff have also said that Carleton Leader has given them the renewed confidence to take on new and expanded leadership roles. A particularly innovative element of the Carleton Leader experience is that each cohort of Carleton Leader 2 and 3 are given the opportunity to focus on a "wicked" or complex issue facing the university through Strategic Impact Groups (SIGs). These groups encourage cross-university dialogue and ultimately aim to improve a key aspect of the institution. So far, Carleton Leader SI Gs have focussed their efforts on solving a wicked problem in one of the following themes: Internal Collaboration and Work Systems; University Reputation and Competitiveness; and Campus Environment and Experience. Once participants complete their Carleton Leader module, the opportunities for development and to stay connected are available through the Carleton Leader Community which is spearheaded by Leaders. Beyond Carleton, we increasingly see that unconventional leadership development is being explored and discussed as a viable approach for organizations to best equip themselves to face future challenges. Colorado-based Center for Creative Leadership Prof. Nick Petrie makes the case that collective leadership is the way of the future in his white paper called Future Trends in Leadership Development.