- About PKAL
Activities & Initiatives
- 2005 F21 Leadership Institute - Baca (6/5/05 - 6/10/05)
Being a Faculty Leader
A PKAL Tool
Ted Vessey, Sylvia T. Bozeman
A checklist from which leaders can determine the "temperature" of their community in regard to serving all students. Adapted from a survey prepared by mathematicians Sylvia Bozeman of Spelman College and Ted Vessey of St. Olaf College.
- Leadership Growth Plan
Sylvia F. Nadler
The Leadership Growth Plan provides the steps towards developing an effective leadership action plan. By following through the process and asking the right questions, a leader can implement this plan in both his professional and personal life.
The Characteristics of the Ideal Leader
A PKAL Tool
- The Characteristics of the Ideal Leader Inventory, designed by PKAL, will provide insight about your strengths and your potential as a leader. This inventory reflects ideas and from a wide range of reflective leadership theorists and practitioners. After completing the Inventory, you should identify a handful of key leaderships traits that are both critical and lacking at this time. With these growth areas identified, we suggest keeping a journal of efforts to incorporate the targeted traits into your professional life.
- Effective Meeting Facilitation: The Sine Qua Non of Planning
- The National Endowment for the Arts has developed an on-line resource for organizational planning for the nation's not-for-profit arts organizations. It is a rich resource for leaders in all settings and circumstances. Miranda Duncan's essay is a twenty-page bible, with sample forms, tools and checklists for meeting facilitators, an invaluable guide for each step of the process of building effective meetings.
- 10 Lessons on Leadership
Polley Ann McClure
As a resource for the PKAL Leadership Initiative, Polley Ann McClure's article, featured in the EDUCAUSE Review March/April 2004, provides insight into the roles of leaders.
- A conversation on a "willingness to trust"
Daniel F. Sullivan, Grant H. Cornwell Jr.
Two members of the PKAL National Steering Committee reflect on the Characteristics of the Ideal Leader inventory. President Daniel Sullivan and Vice President and Dean of Academic Affairs Grant Cornwell have a conversation about the willingness to trust and to admit mistakes (two characteristics listed in the inventory).
- A reflection on Personal characteristics of leaders
Anne C. Dema
Reflecting on her first PKAL F21 Leadership Institute in 1996, this F21 member discusses her experiences as a departmental leader. She comments on Mel George’s essay Personal Characteristics of Leaders and emphasizes the importance of "relational" leadership.
- A resource: The essence of leadership in one minute's reading
The essence of leadership is distilled into eight attitudes that are indispensible to the management of complexity.
- A response to Facione's roadmap for securing a budget
Jessica R. Young
This commentary emphasizes for faculty the crucial lessons of Facione's essay. Young explains the importance of knowing this information early in one's faculty career in order to carry out the projects necessary in being a succesful agent of change.
- A willingness to trust
James M. Kouzes, Barry Z. Posner
If you, as the leader, show a willingness to trust others with information (both personal and professional), constituents will be more inclined to overcome any doubts they might have about sharing information.
- Academic Schizophrenia and STEM Leadership
Robert C. Hilborn
This essay by Robert C. Hilborn, Amanda and Lisa Cross Professor of Physics– Amherst College addresses the issue of why faculty do not become “scholars of teaching,” and use the same approaches to pursuing and renewing their teaching as they use in pursuing and renewing their research.
- An essay: Asking the right questions
John C. Warner
"The key to quality chemistry education is not teaching the right answers, but teaching how to ask the right questions." A personal story.
Building a community of leaders: The PKAL F21 Experience
Jeanne L. Narum
- The challenge for leaders -- current and rising -- is to build an environment in which ideas flourish, are shared openly and freely, and where risks are taken, and the possibility of failure is acceptable: a community in which people of good faith have come together around a common vision and sense of purpose
- Challenges for Departmental Leaders
- Participating teams in this workshop identified a kaleidoscope of challenges that department leaders must consider.
- Changing to a student-centered learning environment
Gay B. Stewart
Based on Novak's views on teaching reform, Gay Stewart focuses on her personal experiences with student-centered learning at the University of Arkansas.
- Comment on the essay, Faculty and the politics of change
Anne M. Houtman
Anne Houtman adds to UWF's essay, Faculty and the politics of change, by reminding faculty not to forget the often overlooked steps necessary for implementing change.
Creating a Community Dedicated to the Assessment of Student Learning
Jeanne L. Narum
- One responsibility of leaders in undergraduate STEM is to keep their community focused on the quality of learning of their students- what lasts. Exercising this responsibility calls for discussions and negotiations to take place at many different stages in a long and iterative process...
- DeanSpeak 101
Laura L. Mays Hoopes
An F21 member shares tips on learning to communicate with the administration.
- Examining Unexpected Challenges Facing Department Chairs
- It is of paramount importance for institutions to recognize the importance of departmental chairs and to cultivate their leadership abilities.
- Experience in becoming learners in the assessment community
Although I have no formal education in assessment since my graduate degree is in chemistry, I just thought it was an important component as I began my career in chemical education. While teaching this course, I realized that the curriculum and pedagogy seemed to be working well.
- Faculty and the Politics of Change
Jane S. Halonen, Leonard W. ter Haar, George Ellenberg
A team from the University of West Florida describes some of its strategies designed to accomplish serious curricular changes. These changes would strengthen STEM learning on UWF's campus, which facilitates the collaborative "top-down" and "bottom-up" action that is the most effective means to realize meaningful change. The insights of Jane S. Halonen, Leonard W. ter Haar, and George Ellenberg suggest lessons learned in trying to promote an alliance for the sciences that shed some light on the politics of change.
- How to Talk To Your Department Chair
C. Gary Reiness
Talking with your department chair (and dean) is necessary for many reasons: to obtain resources needed for your teaching and research, to determine whether you're making satisfactory progress toward promotion, and to negotiate the various aspects of faculty life.
- Indiana University Faculty Leadership Model
A description of the formal program involving all eight campuses of the Indiana University system focused on developing- within the ranks of faculty- leaders as teachers, scholars and campus citizens. The premises of the program are that:
- faculty leadership is non-positional
- faculty leaders generate and direct energy
- faculty leaders are accountable for outcomes
- faculty leaders base action on information
- faculty leaders create networking
- faculty leaders build toward agreement
- faculty leaders are emergent and flexible
- faculty leaders shape discourse
- faculty leaders are willing to take risks.
Investing in Faculty: The Role of Leaders
Jeanne L. Narum
Today's STEM leaders must invest in faculty. Investment includes making hiring decisions, socializing with faculty, evaluating their performance and rewarding them appropriately. Leaders must know the career trajectory of each faculty member and they must tailor their advice and counsel to individual personalities.
- Leaders: Lessons learned
- The new PKAL steering committee, together with advisors and staff, met to distill their experiences as leaders, establishing a foundation for a more intense focus on leadership development.
- Leadership in the Context of Shaping a Meaningful Career
Melvin D. George
This essay outlines six essential characteristics of a good leader. By identifying each characteristic, Mel George examines the personal qualities that should be cultivated in all those developing leadership skills.
- Mapping the inventive mind
Excerpted from a presentation by David Perkins, Professor of Cognitive Science- Harvard University at the National Academy of Sciences, April 23, 2004.
- Obtaining STEM support from private foundations: A team approach
Sandra A. Glass
In order to receive support from private foundations, it is important to form teams of faculty, administrators, and development officers within the campus community. With varied expertise, the team members target specific foundations, learn about their grants and levels of support, and write a proposal. Following the steps and advice in Sandra Glass's essay will help any campus team to identify how to work together successfully and to receive funding from private foundations.
On Leadership In STEM
Presentation by P. Uri Treisman to the Project Kaleidoscope Leadership Committee
P. Uri Treisman
Leadership in disseminating ideas about reforms and about the process of reform is key to the strength of the 21st century undergraduate STEM community. In this essay, Treisman identifies his notion of "leadership" and he concludes that successful leaders inspire people to work collectively for the greater good.
- Personal characteristics of leaders: An example
Gary P. Radice
This F21 commentary essay on Mel George’s Personal Characteristics of Leaders provides an example of a model leader- a revered and respected college football coach.
- Perspectives on faculty leaders from 2003 PKAL Assemblies
- The key essay captures insights from the 2003 PKAL assemblies (all chaired by F21 members) about "what works" as faculty take responsibility for tackling specific leadership agendas for their campus community.
- Planning, implementing and assessing an integrated math and science curriculum
Charles Allen, Bruce Callen, Donald G. Deeds, Mark Wood
This essay describes the assessment protocols through which Drury University monitored the impact of a multi-disciplinary curriculum for all students developed collectively by their STEM faculty. The full description of the ten-year development and evolution of their curriculum is presented in an essay in the Journal of College Science Teaching. That reformers need to be in it for the long-haul is one lesson learned from the Drury experience.
- The "real" definition of the ideal leader
C. Gary Reiness
Gary Reiness argues with some of the implications about leadership suggested by the Characteristics of the Ideal Leader in his reflective essay.
- The politics of change: creating a risk-taking campus culture
Lisa B. Lewis
Based on the essay Faculty and the Politics of Change and her own experiences, Lisa Lewis describes the critical characteristics of a campus that supports change and risk. She also emphasizes how faculty and administration must develop a similar language in achieving a vision of change.
- The tasks of leadership
As part of the Leadership Papers series sponsored by INDEPENDENT SECTOR, this essay examines nine leadership tasks and provides examples of each through the accomplishments of historical leaders.
Kenneth P. Ruscio
An exploration of several questions in considering the role of trust in shaping the relationship between leader and follower: Why should trust matter? What generates trust? Is trust a normative concept based on values and principles of duty, obligation, and responsibility, or is it a construct based on rational and self-interested calculations?
- What makes a difference: Intelligence, creativity, and wisdom
Robert J. Sternberg
Drawing on extensive research of his own and colleagues, Robert Sternberg argues that the three key components of leadership are wisdom, intelligence, and creativity.
- Why Change?
Robert E. Megginson
Case Studies for STEM Faculty
Faculty should be advocates for diversity; administrators need to be convinced that diversity has intrinsic value and that it promotes intellectual excellence, broadens the total range of an institution’s experience, and stimulates the exchange of ideas. Diversity should be seen as a moral imperative, an aspect of social justice. These cases, adapted from actual situations, can serve as catalysts for dialogue about challenges facing academic leaders.
First Year Problems & Solutions
Scenarios from CIRTL
- These scenarios were first presented at the 2008 Center for the Integration of Research, Teaching, and Learning (CIRTL) Forum. Graduate students and early-career STEM faculty convened with members of the PKAL Faculty for the 21st Century to discuss the scenarios and the F21 members’ similar experiences during their early career years. Other participants engaged in at-the-table discussions about their experiences— as senior colleagues (faculty/academic administrators)— in circumstances similar to those described in one or more of the scenarios, from their personal or professional experience. Groups reported out on emerging best ideas and promising practices in aligning approaches to professional preparation to circumstances STEM faculty do encounter in the “real world.”
Case Studies for STEM Faculty
- These mentoring case studies were developed by tenure-track faculty at St. Olaf College. They were originally used as the basis of a meeting of tenured faculty in the division of Natural Sciences & Mathematics. The purpose was to raise awareness of mentoring issues among the senior faculty.
- Insight Inventory... understanding yourself and others
This is a worksheet by Patrick Handley, Founder of the Insight Institute through which people can develop insights into their manner of working and relating as a step toward understanding "how you react to certain situations or pressures..."
- Enhancing the Chemistry Curriculum with FT-NMR Spectroscopy
Andrew S. Koch
St. Mary’s College submitted a proposal to the National Science Foundation to fund the purchase of a high-field Fourier-transform nuclear magnetic resonance spectroscopy (FT-NMR).
- F. Resources
- When you're in charge: Tips for leading teams
This essay featured in Kiwanis magazine in March 2001 provides insight into different types of leaders and how their characteristics determine their ability to lead and to interact with teams.