Early Career US Navy Research Chemists Professors Campus administrators
Different Leadership Styles in well known leaders
Aggressive, Intimidating Style General George S. Patton, Jr. 3rd Army speech England, 31 May 1944 6th Armored Division The business of war
Did this style get results? Yes, in the context and time of war The men roared approval and cheered delightedly. They understood that deep sincerity and seriousness lay behind the General's colorful words.
Traditional Style Data processing environment Things moved very slowly Focused on the customer needs first, then on the technology
Directive Style Controlling / Dictatorial Focused on details Single minded in his vision Order out of chaos Standards - methodology Very social Computer Czar – glass house of the 80’s
Corporate Style Risk taker Change agent Professional Development
Customer Oriented Style Activity Based Costing Balanced Scorecard Organized responses to user surveys Service oriented
You Don’t Need to be the Boss to be a Leader A vision from a staff member No direct reports ; no authority Collaborated with other decision makers Communicated and sold his ideas Now used as a standard technology that has resulted in cost savings and better service Embraced as one of the most significant achievements in this area
Collaborative Style Great role model Trust and Relationship Caring and sensitive, but assertive and strong Strategic Thinker Pioneer in ubiquitous networking on campus E-learning advocate Among the very best
“…human leadership is as much about relationships as it is about ideas. Of course you have to have as it is about ideas. Of course you have to have good ideas and understand the world you’re working good ideas and understand the world you’re working with, but in the end, the investments you make in with, but in the end, the investments you make in establishing trust and commitment to common goals establishing trust and commitment to common goals with other people are what enables you to effectively with other people are what enables you to effectively negotiate the choppy waters together.” negotiate the choppy waters together.”
Strategic Visionary Institutional perspective Productive – major accomplishments in all IT areas Strategic thinker and planner – recognizes opportunities Fund raiser Solid IT Governance Establishes relationships, partnerships Including national and international alliances Reports to the president as VP for IT and CIO as well as VP for Research Churchill as a role model Among the very best
IU ITSP - Teaching and Learning Robust Classroom Technology >130 Student Technology Centers SAKAI Open source software for higher education Collaboration among IU, the University of Michigan, MIT, and Stanford for CMS, ePortfolio, uPortal Launched with $2.4M Andrew W. Mellon Foundation grant Will replace Oncourse, IU’s homegrown course management system supporting 82,000 users across IU's eight campuses. Integrated digital library resources Information Commons
Information Commons (IC) Opened September 2003 Joint effort between the Libraries and UITS Provides valuable space for collaborative learning Centrally located place for faculty/student interaction, technology training classes, and access to full-service technology and expert help/adaptive technology
IU ITSP - Networking Campus Network Most-wired status for IU Wireless – Most ‘un’wired status for IU Meeting internet bandwidth demand for campus and residence halls Life-cycle replacement of all campus network components Regional Optical Networking and Network Infrastructure Building I-Light – linking IUB, IUPUI, and Purdue I-Light2 – expanding I-Light more broadly within Indiana Indiana GigaPoP – national cyber infrastructure TeraGrid – building infrastructure for research Establishing IU as a Leader in Advanced Networking Internet2’s Abilene Network TransPAC – US and Asia-Pacific community high performance network Founded Global Research Network Operations Center NOC services for Abilene, National LambdaRail, TransPAC, AMPATH, EuroLink, MIRnet, StarTAP/StarLIGHT i-GOC - International Grid Operations Center
IU ITSP - University Information Systems Reengineering all enterprise-wide information systems Consolidated development resources Consolidated development/operation of traditional administrative and academic information systems Enabled new business processes and org structures PeopleSoft HRMS and Student In house Financial Information System In house Course Management System transitioning to open source SAKAI system Sirsi Library Information System In house data warehouse In house portal transitioning to uPortal In house electronic research administration
ITSP - Research Computing ITSP - Research Computing Pervasive Technology Laboratories Investigates aspects of IT driving 21st-century economy Fosters growth of IT in Indiana Indiana Genomics Initiative Life sciences initiative IU School of Medicine, chemistry, biology, life sciences Massive data storage IBM RS/6000 SP supercomputer Centralized Life Sciences Data (CLSD) system Research - genes and proteins related to disease Advanced Visualization Lab Research Commons in Planning
Research Commons (RC): A Work in Progress The Research Commons will become a one-stop destination for research support—encompassing services from the Libraries, Office of the Vice President for Information Technology, Advanced Research and Technology Institute, Office of the Vice President for Research, statistical consulting, and research services offered by other interested units
IU ITSP - Digital Library Program IU Libraries, OVPIT, School of Library and Information Science Libraries of text, images, sound; in literature, the arts A digital music library containing music in a variety of formats Tool for learning, research, and instruction research in instruction, usability, human-computer interaction, and intellectual property rights research & development in system architecture, metadata standards, component-based application architecture, and network services
IU ITSP - Security University-wide IT Policy and Security offices currently 20 staff Established Research and Educational Networking Information Sharing and Analysis Center (REN-ISAC): Established Center for Applied Security Research (CACR):
IU ITSP –Enterprise Life cycle replacement for all workstations and servers Major software vendor agreements - pioneered Microsoft agreement School of Informatics Online Support environment – award winning Knowledgebase
What I Learned from These Leaders Trust and relationships are key Focus on the strategic Become known as a change agent Maintain an institutional view Communicate your successes Dedicate think time Be brave, take risks, get things done Think about tomorrow’s leaders
Different Leadership Styles in well known leaders
Mohandas Gandhi 1869 - 1848 "Nonviolence is the greatest force at the disposal of mankind. It is mightier than the mightiest weapon of destruction devised by the ingenuity of man." Trust begets trust Self-respect and liberty Live simply Passive resistance against injustice Civil disobedience
Did this style get results? Yes, in the context and time of British rule The men whole heartedly agreed to Gandhi's strategy.
The Best of the Leaders I have Known Thought about tomorrow’s leaders Looked for opportunities to make a positive impact on their careers Had a succession plan
Internal Locus of Control This is a unique ability—present in the successful from all walks of life—to manage one’s career entirely by drive and ambition, rather than surrender to the winds of fate. Our future leaders can acquire this ability and establish definitive career goals.
…Develop Tomorrow’s Leaders Identify the stars Encourage and promote their success Create opportunities to learn new skills/gain new experiences Cross-functional projects Different areas of IT Committees and task forces Give them constructive criticism Help build their resumes Instill self confidence
…Promote Attendance at… Conferences and Seminars EDUCAUSEECARSACCUMRECHEUG…….. Frye Institute EDUCAUSE Leadership Institute EDUCAUSE Management Institute
…are Mentors They seek out and mentor future leaders The recent ECAR Research Study on IT Leadership in Higher Education mentoring does indeed make a difference 47% of the survey respondents in senior Leadership roles responded that they had a mentor a mentors presence may help younger IT professionals remain in higher education mentoring could have a high payoff for developing future generations of leaders.
Leadership is Challenging Had the courage to do the right things Made a difference – added value to the institution Thought about how they want to be remembered
In conclusion – Whatever our leadership style, we can continually enhance our leadership skills and reach out to the next generation of leaders Speaker, oh speaker. You labor under a delusion. The words the audience longs to hear are “in conclusion.” -Ogden Nash
In My Life: An Observation on Leadership Styles Norma Brenner Holland Associate Vice President, University Information Systems Indiana University NHolland@Indiana.Edu