Participatory Leadership: Keys to Build Trust in Times of Change

1. Participatory Leadership: Keys to Build Trust in Times of Change Greg Lucsko Reggie Shouse

2. Program Outcomes Develop an understanding of: • various practices and qualities of institutional administrators that contribute to effective (and ineffective) leadership style • the basic tenets of participatory leadership theory, presented in comparison. to various other leadership models • the role of participatory leadership in a changing institutional and socio-economic climate.

3. Make a list of positive leadership traits exhibited by leaders that you have witnessed in student affairs. • Make a list of negative leadership traits that you have witnessed in students affairs

4. Current State of Higher Education • Global recession • State funding cuts • Statewide system reform • Enrollment decline • Consumerism

5. Leadership Theory and Literature • Traditional notions of Leadership (Davis, 2003 & Northouse, 2004) • “Great Man” theory • Trait approach • Charismatic Leadership • Leader member exchange theory • Contingency theory • Transactional theories

6. Leadership Theory and Literature Participatory leadership is a theory focusing on the leader-follower dyad. Kezar (2001) developed five assumptions that are present in participatory leadership.

7. Leadership Theory and Literature • Leadership involves a team, group or community rather than an individual • Interdependence and connectedness with the organization/people as part of a larger system • Empowerment rather than power and control • Non-positional leadership • Learning is centermost within these more collaborative, team-oriented approaches (Kezar, 2001, p. 88)

8. Leadership Theory and Literature Kouzes & Posner (2003) said, “Leadership is a reciprocal process between those who aspire to lead and those who choose to follow” (p. 10).

9. Leadership Theory and Literature • Model the way • Enable others to act • Challenge the process • Inspire a shared vision • Encourage the heart

10. Leadership Theory and Literature Komives, Lucas, and McMahon (1998) called for a new leadership paradigm in which followers are viewed as participants, thereby being made more active in the process of leading and decision-making. “Leadership as a relational process of people together attempting to accomplish change or make a difference to benefit the common good”(Komives et al., 1998, p. 68).

11. Leadership Theory and Literature • Astin and Astin (1996) A Social Change Model of Leadership Development: Guidebook Version III • Komives and Wagner (2009) Leadership for a Better World: Understanding the Social Change Model of Leadership Development • Individual • Group • Community

12. Leadership Theory and Literature • Trust Defined: “the belief that the decision makers will produce outcomes favorable to the persons’ interest without any influence by the person.” (Driscoll, 1978)

13. Leadership Theory and Literature • Respect and trust are key for the open exchange of ideas and effective leadership. • Trust is based on the following • Relationships • Mutual respect • Open honest communication • Transparency • Feeling valued • FEAR is not a factor (Kezar, 2004)

14. Theory to Practice • Global recession • State funding cuts • Statewide system reform • Enrollment decline • Consumerism

15. Case Study

16. “In its simplest form, it [leadership] is a tripod, a leader or leaders, followers, and the common goal they want to achieve. None of those three elements can survive without the others” (Bennis, 2007, p.3).

17. Questions ?

18. References Bennis, W. (2007). The Challenges of Leadership in the Modern World. American Psychologist, 62(1), 2-5. Retrieved March 5, 2008, from Academic Search Complete Database. Davis, J. R. (2003). Learning to lead: A handbook for postsecondary administrators. Westport, CT: Praeger. Driscoll, J. W. (1978). Trust and participation in organizational decision making as predictors of satisfaction. Academy of Management Journal, 21(1), 44-56. Retrieved from http://0-search.ebscohost.com.maurice.bgsu.edu/login.aspx?direct=true&db=bth&AN=4408077&loginpage=login.asp&site=ehost-live&scope=site Kaufman, B. (2005). The Leader as Change Agent. University Business, 8(3), 53-54. Retrieved March 5, 2008, from Academic Search Complete Database. Kezar, A. (2001). Investigating Organizational Fit in a Participatory Leadership Environment. Journal of Higher Education Policy and Management, 23(1), 85-101. Retrieved March 5, 2008, from Academic Search Complete Database.

19. References Kezar, A. (2004). What is more important to effective governance: Relationships, trust, and leadership, or structures and formal processes? New Directions for Higher Education, no. 127, 35-46. Retrieved March 5, 2008, from Academic Search Complete Database. Komives, S. R., Lucas, N., & McMahon, T. R. (1998). Exemplary leadership: For college students who want to make a difference. San Francisco: CA: Jossey-Bass. Komives, S. R., Wagner, W., & Assoc. (2009). Leadership for a better world: Understanding the social change model of leadership development. San Francisco, CA: Jossey-Bass. Kouzes, J. M., & Posner, B. Z. (2003). Jossey-Bass academic administrator’s guide to exemplary leadership. San Francisco, CA: Jossey-Bass. Rhode, D.L (Ed.). (2006). Moral Leadership: The theory and practice of power, judgment, and policy. San Francisco: Jossey-Bass Publishers. Sandeen, A., & Barr, M. (2006). Critical issues for student affairs: Challenges and opportunities. San Francisco, CA: Jossey-Bass.