School Leadership Today Dr. Luís Ma. R. Calingo

1. School Leadership TodayDr. Luís Ma. R. Calingo

2. The Challenge of School Leadership • What does it mean to be a visionary, ethical, and servant leader in today’s educational environment? • “To an extent, leadership is like beauty; it is hard to define, but you know it when you see it.” • Warren G. Bennis (On Becoming a Leader, 1989)

3. Our Shared Dominican Legacy • Miriam College and Dominican University of California have been partners since 2008. • DUofC founded in 1890 by the Dominican Sisters of San Rafael • MC founded in 1926 by the Maryknoll Sisters of Saint Dominic • Dominican educational ideals spring from the “life and beauty of the mind” and the “love of truth” • Contemplare et ContemplataallisTradere – “To contemplate and to give to others the fruits of one’s contemplation” (Summa Theologica)

4. My Journey Through Academia’s “Dark Side” • California State University • Director, MBA Program, CSU Fresno, 1988-1990 • Dean, Sid Craig School of Business, CSU Fresno, 1992-1993 • Dean, College of Business Administration, CSU Long Beach, 2000-2006 • Nanyang Technological University, Singapore • Director, MBA (International Business Program), 1994-1996 • Chair, Division of Human Resource and Quality Management, 1995-1996 • John Carroll University • Dean, Boler School of Business, 2006-2007 • Dominican University of California • Dean, School of Business and Leadership, 2007-2009 • Provost (Executive Vice President and Chief Academic Officer), 2009-present

5. Academic Organizational Structure

6. Lessons Learned • Be sensitive to shared governance. • Move from being a manager of people and processes to being a moral, visionary, transformational leader. • Articulate a value system and communicate through example. • Create an agile, continuously improving, learning-centered institution. • Build leadership sustainability in the organization.

7. Outline of Presentation • Shared Governance • Need for Transformational Leadership • Contribution of a Value System • Need for a Model of Organizational Excellence • Building Leadership Sustainability Through Accountability and Empowerment

8. Shared Governance • Collegiality • Shared decision-making and a set of values that regard the members of the various constituencies of the institution as essential for success • Shared Governance • The norm of decision making in higher education institutions • The collegial system of shared decision-making uniting the responsibilities of those who oversee, administer, instruct at, study at, or have graduated from the institution • Rests upon the relationships of mutual respect and trust, especially among faculty and administrators • Dual-Track System of Authority and Responsibility • Decision type dictates decision-making authority. • Each constituency group has sovereign authority in particular areas.

9. Domain of Faculty Governance • The mission and resource allocation priorities of the institution • Curriculum, course content, and instruction • Research, scholarship, professional and creative activities • Appointment, promotion, and tenure of all faculty members and the development of policies that generally affect faculty welfare • Development of human resources policies and procedures • Selection and appointment of academic administrators • Issues that affect the ability of students to complete their education

10. Lesson Learned • The university is a professional bureaucracy, which can only be led using the ideals of collegiality and shared governance, rather than traditional models of management and leadership. References for Further Study about the Academic Organization: • Henry Mintzberg, “Structure in 5’s: A Synthesis of the Research on Organization Design,” Management Science 26 (March 1980): 322-341. • Michael D. Cohen, James G. March, and Johan P. Olsen, “A Garbage Can Model of Organizational Choice,” Administrative Science Quarterly 17 (March 1972): 1-25.

11. Need for Transformational Leadership • Transformational leaders cause and create transformations. [James MacGregor Burns, Leadership (New York: Harper & Row, 1978)] • Dimensions • Ideal Influence: Put others’ needs before theirs. • Inspirational Motivation: Form a future image, set high standards. • Individualized Consideration: Treat each follower as a unique individual. • Intellectual Motivation: Help the followers think about old issues in new modern ways. [Alannah E. Rafferty and Mark A. Griffin, “Dimensions of Transformational Leadership: Conceptual and Empirical Extensions,” The Leadership Quarterly 15 (June 2004):329-354] • Outcomes • Extra Effort, Effectiveness, and Satisfaction

12. Lesson Learned • Educational leadership must move beyond management to visionary and moral transformational leadership. References for Further Study on Leadership: • James MacGregor Burns, Leadership (New York: Harper & Row, 1978). • James C. Collins, Good to Great: Why Some Companies Make the Leap—and Others Don’t (New York: HarperBusiness, 2001).

13. The Contribution of a Value System • Four Leadership Values (in decreasing order of priority) • Honor God in everything that I do. • Develop the human resources under my responsibility to their fullest potential. • Pursue excellence in my line of work. • Work with others toward the advancement of the vision, strategic objectives, and goals of my institution.

14. Lesson Learned • Leaders should set clear and visible organizational values and serve as role models through their ethical behavior and egoless clarity in the pursuit of their vision. Resources for Forming Leadership Values: • Ken Blanchard, Bill Hybels, and Phil Hodges, Leadership by the Book: Tools to Transform Your Workplace (New York: William Morrow & Co., 1999). • Ken Blanchard and Phil Hodges, Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time (Nashville, Tenn.: Thomas Nelson, 2005).

15. Model of Organizational Excellence The Baldrige Award Framework for Performance Excellence in Education

16. Lesson Learned • Leaders should ensure the creation of strategies, systems, and methods by adopting a roadmap for the organization’s excellence journey. Resources for Building the Organization’s Roadmap: • Baldrige Performance Excellence Program: http://www.nist.gov/baldrige • Philippine Quality Award Program: http://www.dti.gov.ph/dti/index.php?p=484

17. Building Leadership Sustainability • Accountability • Doing what you said you would do, as you said you would do it, when you said you would do it – Period! • Empowerment—If the answers to the following are “Yes,” deans and academic directors are empowered to make decisions: • Is it ethical? • Is it good for our students? • Will it improve the academic reputation of our institution? • Does it make financial sense? Do the benefits outweigh the costs?

18. Recommended Tool: One Page Business Plan

19. Lesson Learned • Leaders should build sustainable organizations by creating an environment for the accomplishment of mission and strategic objectives and developing future organizational leaders.

20. Lessons Learned • Be sensitive to shared governance. • Move from being a manager of people and processes to a moral, visionary, transformational leader. • Articulate a value system and communicate through example. • Create an agile, continuously improving, learning-centered institution under the guidance of validated templates or roadmaps. • Build leadership sustainability in the organization through accountability and empowerment.

21. The Mother of All Lessons • Work with a purpose. • The Lord God took the man and settled him in the garden of Eden, to cultivate and care for it. (Gen 2:15) • Work honors the Creator’s gifts and the talents received from him (CCC, 2427)

22. The Four-Minute Mile “Barrier” To View the Stories: http://news.bbc.co.uk/onthisday/hi/dates/stories/may/6/newsid_2511000/2511575.stm http://archives.cbc.ca/sports/athletics/clips/7607/

23. About the Speaker • Provost (Executive Vice President & Chief Academic Officer), Dominican University of California, USA • Previously Business Dean at Dominican University of California, John Carroll University (Ohio), and California State University at Long Beach, 2000-2009 • Examiner, U.S. Malcolm Baldrige National Quality Award, 1997-present • Asian Productivity Organization Technical Expert • National Quality and Business Excellence Awards (since 1996) – Indonesia, Mongolia, Pakistan, Philippines, Sri Lanka, Thailand, and Vietnam • Infusion of Quality Management in Higher Education (since 1995) – Philippines and Thailand • Fulbright Senior Specialist, Faculty of Medicine, Chulalongkorn University, 2007 • MBA, Ph.D., University of Pittsburgh, 1981, 1984; BSIE, MURP, University of the Philippines Diliman, 1971, 1976; Distinguished Alumnus Award in Industrial Engineering, University of the Philippines, 2008 • Email: Luis.Calingo@dominican.edu