Examining Leadership and its Influence on the Organization

1. Examining Leadership and its Influence on the Organization A Case Study Conducted by “The Fabulous Four” Joey Battelline Sarah Gray Rebecca Neal Angela Young

2. Academic Advisement Center Missouri State University

3. Academic Advisement Center

4. The Organization: Structure

5. The Organization: Structure • Leadership role has many shades of gray • Advisors are given opportunities to be leaders in the center other than just advising students.

6. The Organization: Personnel • Kathy J. Davis, Director • Amy Marie Aufdembrink, Advisor, Majors Fair Coordinator • Christina Bowles, Advisor, GEP 101 Instructor • Tracey A. Glaessgen, Advisor, Focus on Pre-law • Ross Hawkins, Transfer Advisor • Susan Martindale, Advisor, First Year Foundations GEP 101 • Darren Wienberg, Advisor, Focus on Pre-Health Sciences • Katie Tucker, Administrative Assistant • 4 Student Workers

7. The Organization: History • Longer Sessions with Students • Majors Fair • Master Advising Training Program • Curtis P. Lawrence Excellence in Advising Award • Jump Start Academic Advising Center since Kathy Davis

8. Transformational Leadership • According to Peter Northouse (2010) transformational leaders are “concerned with emotions, values, ethics standards, and long-term goals, which includes assessing followers’ motives, satisfying their needs, and treating them as a full hum beings” (p.171).

9. Bass’ Transformational Leadership Factors • Bernard M. Bass believed that there are four transformational leadership factors that transformational leaders exhibit. • Idealized Influence or Charisma • Inspiration or Inspirational Motivation • Intellectual Stimulation • Individualized Consideration

10. Idealized Influence or Charisma • This factor describes leaders who are great role models for those who follow them. These leaders also have a strong moral compass and can always be counted on to make the most ethical decision.

11. Inspiration or Inspirational Motivation • Leaders with this factor have high expectations for their followers and motive their followers in a positive manner to meet those expectations. They also “use symbols and emotional appeals to focus group members’ efforts to achieve more than they would in their own self-interest” (Northouse, 2010, p. 179).

12. Intellectual Stimulation • If a leader posses this factor, they allow their followers to feel comfortable thinking outside the box and to challenge their own values and believes. This factor can help foster innovative ways to solve problems within an organization or division, as well as create new organizational structures and dynamics.

13. Individualized Consideration • Leaders who have this factor are often viewed as an advisor or coach because they “provide a supportive climate in which they listen carefully to the individual need of follower” (Northouse, 2010, p. 179).

14. The Organizational Culture • Tierney’s (1988) Six Essential Concepts: • Environment • Mission • Socialization • Information • Strategy • Leadership • Martin’s (2002) Cultural Manifestations • Cultural Forms

15. Culture • Serving the Entire Campus – Mainly Undergraduate • All Staff Cross-Trained to Know Every Job • Very Connected Atmosphere with Individualized Office Spaces

16. Mission “The mission of academic advising at Missouri State University is to assist students as they develop meaningful educational plans to help them achieve their life goals” (The Academic Advisement Center, 2012).

17. Socialization • Weekly Meetings of the Entire Staff • Regular Personal Contact Between Kathy and Staff Members Information Major’s Fair Jump START GEP 101 Classes

18. Strategy • New ideas are welcomed, and initially reviewed with Kathy Davis before sharing with the entire office. Leadership Very flat structure Everyone reports to Kathy Davis Cross Training Individualized Assignments with no feel of micro-managing

19. Cultural Forms • Aspects of cultural form “provide important clues to what employees are thinking, believing, and doing [in the workplace]” (Martin, 2002, p.65). Displaying pictures from SOAR each year Wearing a “birthday poncho” Master Advisor Award Reception Celebrating personal and professional milestones of the office staff

20. Culture Overview The programs and efforts of the department are all directly connected to accomplishing the mission, and the employees feel valued and confident in their abilities.

21. How does it correlate? • Shift in workload • Professional Development • GEP 101

22. How does it correlate? • As defined by Northouse, a transformational leader takes care of their own! • If you’re not doing well at home, then you can’t do well at your job. • -Susan Martindale, Academic Advisor

23. How does it correlate? • Overarching tasks are delegated, but never micro-managed • Everyone is given the chance to act as the “BOSS” • Tasks are delegated according to strengths • Website • Majors Fair

24. How does it correlate? • A happy employee is an effective company! • Professional development is encouraged • Career exploration is encouraged • Such encouragement protects the student-centered culture as outlined within the mission.

25. How does it correlate? • Leveraging charisma and influence • Campus leaders are recruited for staff meetings • Campus connectivity improves

26. Concluding Remarks • What Miss Davis emulates is also felt and seen by her subordinates. • All employees responded with similar statements during the interview process. • Transformational is effective NOW, but will it always be? • Contractual balance between leadership and culture is key to organizational change.

27. Questions

28. References • Bolman, L. G., & Deal, T. E. (2009). Reframing organizations, artistry, choice, and leadership. (4th ed., pp. 251-278). San Fransico, CA: Jossey- Bass Inc Pub. • Martin, J. (2002). Organizational culture: Mapping the terrain. Thousand Oaks, CA: Sage. • Northouse, P. G. (2010). Leadership (5th ed.). Thousand Oaks, CA: Sage. • The Academic Advisement Center. (2012, February 15). Retrieved from http://www.missouristate.edu/advising/default.htm • Tierney, W. G. (1988). Organizational culture in higher education: Defining the essentials. Journal of Higher Education, 59(1), p. 2-21.