Do servant, transformational, transactional, and passive avoidant leadership styles influence mentoring competencies for faculty? A study of a gender equity leadership development program

A new president and provost at the University of the Southeast (pseudonym) recognized the high rate of attrition among female and minority faculty and implemented a faculty mentoring and leadership development program to improve gender equity in a large higher education institution in the US. In total, 28 tenured faculty of which 60% were women participated in this 9-month program. The authors designed this program to be an organizational change intervention; hence, a human performance technology framework was used to design and evaluate this mentoring and leadership development program, along with a logic model, and Kirkpatrick's four levels of evaluation. This mixed method study included pre- and post-surveys (T1, n = 26; T2, n = 14) to determine participant satisfaction and knowledge gained and assessed behavior change through participants' interviews (n=18). Outcomes determined that human performance technology, a logic model, and Kirkpatrick's evaluation approach were useful methods to design and assess this program.

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Advancing Gender Equity Through Mentoring and Leadership Development

Research Anthology on Challenges for Women in Leadership Roles ◽

10.4018/978-1-7998-8592-4.ch036 ◽

2021 ◽

pp. 658-682

Author(s):

Cynthia M. Sims ◽

Angela D. Carter ◽

Arelis Moore De Peralta ◽

Alena Höfrová ◽

Stephen W. Brown III

Keyword(s):

Leadership Development ◽

Gender Equity ◽

Human Performance ◽

Development Program ◽

Human Performance Technology ◽

Logic Model ◽

Performance Technology ◽

Participant Satisfaction ◽

Leadership Development Program ◽

Four Levels

A new president and provost at the University of the Southeast (pseudonym) recognized the high rate of attrition among female and minority faculty and implemented a faculty mentoring and leadership development program to improve gender equity in a large higher education institution in the US. In total, 28 tenured faculty of which 60% were women participated in this 9-month program. The authors designed this program to be an organizational change intervention; hence, a human performance technology framework was used to design and evaluate this mentoring and leadership development program, along with a logic model, and Kirkpatrick's four levels of evaluation. This mixed method study included pre- and post-surveys (T1, n = 26; T2, n = 14) to determine participant satisfaction and knowledge gained and assessed behavior change through participants' interviews (n=18). Outcomes determined that human performance technology, a logic model, and Kirkpatrick's evaluation approach were useful methods to design and assess this program.

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Ikenet: Social network analysis of e-mail traffic in the Eisenhower Leadership Development Program

PsycEXTRA Dataset ◽

10.1037/e551922009-001 ◽

2007 ◽

Cited By ~ 3

Author(s):

Ian McCulloh ◽

Grace Garcia ◽

Kelsey Tardieu ◽

Jennifer MacGibbon ◽

Heather Dye ◽

...

Keyword(s):

Social Network ◽

Leadership Development ◽

Social Network Analysis ◽

Network Analysis ◽

Development Program ◽

Leadership Development Program ◽

E Mail

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ANALISIS IMPLEMENTASI PROYEK PERUBAHAN JANGKA MENENGAH ALUMNI PELATIHAN KEMEMIMPINAN TINGKAT IV TAHUN 2017

Jurnal Good Governance ◽

10.32834/gg.v15i2.120 ◽

2020 ◽

Vol 15 (2) ◽

Author(s):

Embung Megasari

Keyword(s):

Leadership Development ◽

Work Teams ◽

Development Program ◽

Medium Term ◽

Internal Factors ◽

Interview Technique ◽

Term Change ◽

Development Change ◽

Change Projects ◽

Leadership Development Program

This study aims to explore the factors of the implementation of Midterm-term Change Project proposed by alumni of Leadership Development Program (Diklatpim) Level held in 2017 in the Riau Province. Data was collected using interview technique and review of related documents. The informants included three parties namely the alumni as the owner of the change project, the alumni superior as the mentor and organizer of the Training. The results showed, from the perspective of implementation, there were internal factors (low willingness, seriousness and motivation, as well as alumni communication with limited work teams) and external (unavailability of IT staff, lack of support for infrastructure and budget facilities, inequality of perception between participants and stakeholders to supporting data, as well as the lack of direct attention of superiors as mentors) which is the cause of the suboptimal implementation of medium-term change projects. This research contributes to efforts to improve the implementation of medium- term change projects through an understanding of the factors that cause the low level of implementation of the project term change in 2017 Riau Province Diklatpim IV alumni.Keywords: leadership development, change project, training evaluation, Riau.

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