Transcription
Diversity in the Academy:The Leadership PipelineADEA Annual SessionSan Diego, CaliforniaMarch 12, 2011Presenter: N. Karl Haden, Ph.D.
Objectives Provide a broad overview of key leadershiptraining provided through ADEA Identify curriculum areas of most benefit toparticipants Present outcomes associated with theADEA Leadership Institute Make observations on the future ofleadership development
A Continuum of ADEA FacultyDevelopment Initiatives ADEA Life-long Learning Center MedEd Portal ADEA CCI Liaisons Program AnnualSessionPipeline for Dental School FacultyADEA/AAL CAAMPADEA/AAL ITLADEAGies/AADRADCFPAudience: Dental, allieddental, and advanceddental studentsAudience: Department chairs,program directors, academicmanagersAudience: New and transitioningallied, dental, and advanced dentalfacultyADEA/AAL IAHEAudience: New and transitioningallied health faculty (IPE)ADEA Leadership InstituteAudience: Mid-career faculty whodesire to transition into academicleadership positionsADEA SoTLAudience: Predoctoral, allied, and advanced dental faculty interested indevelopment of scholarship of teaching and learningADEA Summer ProgramAudience: New allied, dental, and advanced dental faculty(coming in 2012)ADEA Allied Dental FacultyLeadership ProgramAudience: Allied dental faculty
I. Developing New Dental Faculty:ADEA/AAL Institute forTeaching and Learning (ITL)Class of 2010
The ADEA/AAL ITL mission is to preparemore effective teachers and develop other skillsthat will facilitate confidence, job satisfaction,and professional growth in the academicenvironment. 6.5-day program 2 Phases 50 contact hours
Purposes ofthe ITL ement
Demographics 9%9%Black/African AmericanAsian/Pacific IslanderHispanic/LatinoOtherN 195
Curriculum (example of topics) Academic career planningCase-based learningClinical teaching best practicesClassroom teaching best practicesCourse planning and instruction designCritical thinkingEvaluation of students' performance in the classroomand the clinicPersonality and learning styles, including working withthe Gen Y studentPrinciples of learningResearch and publicationWorking productively with challenging students
Most Valuable Componentsof the ITL CurriculumBased on 2010 participant evaluations(N 48 participants) Learning StylesTeaching StylesTeaching Effectively in the ClassroomBest Practices for Teaching and Learning in ClinicalDentistry Assessing Comprehension of Oral Health Concepts Strategies for Building an Academic Career The Generational Mix in Dental Education
The ITL as a Pipeline 1 participant from the ADEAGies/AADRAcademic Dental Careers FellowshipProgram 4 participants to the ADEA/AAL Chairsand Academic Administrators ManagementProgram 7 participants to the ADEA LeadershipInstitute
II. Developing Midcareer DentalFaculty: ADEA/AAL Chairs andAcademic AdministratorsManagement Program(CAAMP)
CAAMP Curriculum Domains
CAAMP Participants (2008-2010) 105 participants Professions represented:– Dentistry– Dental Hygiene– Pharmacy– Osteopathic Medicine– Physician Assistance– Nursing– Physical Therapy– Veterinary Medicine
Most Valuable Components of theCAAMP CurriculumBased on 2008-2010 Participant Evaluations 360 degree feedback Personality style self-assessment Avoiding Legal Issues in theAcademic Environment Managing Conflict Ensuring Effective Meetings Giving and Getting Feedback
III. Developing Midcareer DentalFaculty: ADEA Leadership InstituteClass of 2010, Mentors and Faculty
The mission of the ADEA Leadership Instituteis to develop the nation’s most promising facultyat academic dental institutions to assumeleadership positions in dental and highereducation.Class of 2005, with faculty and advisors
ADEA Leadership Institute 12th class (2011-12) Up to 24 Fellows are selected With the Class of 2012:- 239 Fellows- 53 U.S. dental schools- 5 community colleges, 2 Canadian dental school,1 hospital based program, and the NavyPostgraduate Dental School
eSkillsAttitudes
nistrativeCompetenciesfor LeadershipPolicy andLegislativeWorkshopPersonal andInterpersonalCompetenciesfor LeadershipPhaseIPhaseIIPhaseIIIPhaseIV Leadership InstituteFellows contribute to afull-day developmentprogram. Themes andformat vary from year toyear. The Learning Organization Building a research program The role of the dental school or program inthe parent institution Job search and interviewing Budgeting and financial management Legal issues in academic leadership Graduate Medical Education Strategies for Congressional visits Access to oral health care National Health Service Corps Budget, appropriations, and authorization processes Dental and craniofacial research opportunities Visits to Capitol Hill to interact with legislators Trends in dental education Leadership development and theories of leadership Personality preferences and leadership Transformational and transactional leadership Personal leadership Leading change Giving and receiving feedback Team building Peer assessment Mentoring Stress management
nistrativeCompetenciesfor LeadershipPolicy andLegislativeWorkshopPersonal andInterpersonalCompetenciesfor LeadershipPhaseIPhaseIIPhaseIIIPhaseIV
Leadership Institute Fellows byGender 2000-2012N 239* Includes Class of 2011-12
Leadership Institute Fellows by Race/Ethnicity2000-2012*N 229* Includes Class of 2011-12
Academic Rank at Time of Fellowship 2000-2012*(50)21%(123)51%24%(58)3%(8)N 239Associate Professor* Includes Class of 2011-12ProfessorAssistant ProfessorOther
Leadership Development in DentalEducation: Report on the ADEA LeadershipInstitute, 2000–08N. Karl Haden, Ph.D.; Richard R. Ranney, D.D.S., M.S.; George Weinstein, M.B.A.;Larry C. Breeding, D.M.D., M.S.; Jack E. Bresch, M.A.L.S.;Richard W. Valachovic, D.M.D., M.P.H.J Dent 2010;70(4):331-351
Administrative antial(equivalent of full time forfor 4 years or more)Quite a bit(equivalent of full timefor 2-4 years)Some but not a great deal(equivalent of full timefor two years or less)None
Ultimate Career Goal(38)(35%)(20)(18%)(10%)(7%)(11)(8)(4%) (4)(26%)N 109(28)
Position Changes Subsequent to the LI(5%)(5)(12%)(13)(17)(16%)(20%)N 57(22)
Importance of ADEA LI to Your CareerAdvancement(25)(74)(4)
LI Publications 20 peer-reviewed publications Journals:Journal of Dental EducationEuropean Journal of Dental EducationJournal of the American Dental AssociationThe Clinical Teacher
Leadership is a RelationshipMentorsPeersAdvisors
Overall Assessment of LI(1)(22)(80)Highly Negative/Negative 0
Would you Recommendthe LI to Others?YesNo99.0% (102)1.0% (1)
Leadership ROILeadership positionsheld currently orsubsequent to the LIFollow-throughADEA 55 (50%)National Organizations 67 (61%)Home Institution 83 (76%)Fellowship YearSelectionProcess
The Future of Leadership Is there a problem?Haden NK, Hendricson WD, Ranney RR, etal. The quality of dental faculty worklife: report of the 2007 dental schoolfaculty work environment survey. JDent Educ 200872(5);2008:514-531.
Assess the availability of each professional development activity,service or resource belowItemYesAvailableNotAvailableor NotDoneDo notKnowN/AThere is a formal mentoring program forjunior faculty who arenot tenured25%49%23%4%There is a formal mentoring program forfaculty who are new tothe dental school regardless ofacademic rank20%51%26%2%There is an orientation program for firstyear faculty to help them learn about theschool and meet other faculty39%40%20%1%I meet with my department chair/divisiondirector/supervisor annually for a reviewof my performance in the precedingyear77%17%3%4%
Assess the availability of each professional development activity,service or resource belowItemYesNotAvailable Availableor NotDoneDonotKnowN/AFaculty members in my departmentdevelop career growth plans andmeet with our departmentchair/division director/supervisor toset goals and plan professionalenrichment activities52%33%12%3%The Promotion & Tenure Committeeconducts progress reviews of tenuretrack faculty during years 3 - 4 of theprobationary period and providesfeedback34%20%31%15%A dedicated percentage of my weeklytime is reserved for myprofessional development32%56%6%7%
The Future of Leadership:Observations Excellent opportunities exist through ADEAto feed the leadership pipeline Ensuring diverse cohorts is an area forcontinued growth Challenges at home institutions will becomemore severe: time and money New opportunities need to be created todevelop leaders in senior positions Leadership development is a priority (andshould be treated like one)
“We should prefer the steadiest and bravestand, so far as possible, the best looking. Butwe shall also look not only for moral integrity andtoughness, but for natural aptitude for this kind ofeducation. They need intellectual eagerness,and must learn easily. For the mind shirks mentalhardship more than physical . They must havegood memories, determination, and a fondnessfor hard work.
If we pick those who are soundin limb and mind and then putthem through our long courseof instruction and training,Justice herself can’t blame usand we shall preserve theconstitution of our society.”Plato, The Republic, 325 BC
The Leadership Pipeline Presenter: N. Karl Haden, Ph.D. ADEA Annual Session San Diego, California March 12, 2011 . Objectives Provide a broad overview of key leadership training provided through ADEA
